Thomas Jefferson envisioned a symbiotic relationship between democracy and public education because he considered educated citizens to be the critical ingredient of a successful democracy. Nevertheless, political and educational reforms over the past two centuries have not always been kind to the relationship that Jefferson envisioned. This study examines frequency that postsecondary education institutions declare a democratic social purpose in their mission statements. The DSP definition, data instrumentation, and theoretical lens for this study were situated from the Jeffersonian perspective. Although the primary concern for this study was publicly funded/subsidized postsecondary education, recent enrollment growth in private education and privatization initiatives, such as voucher programs, justifies comparison with private nonprofit and private for-profit institutions to reveal how the different types of institutional control influence DSP. The comparison also provides a sense of the non-economic consequences of reduced public education subsidy and intentional or unintentional privatization. A number of Carnegie classification variables were also examined to better understand what factors influence DSP expression. This study utilized a national random sample of undergraduate institutions, from associates colleges to research universities. The sample size was 336 and there were no cases of missing data. Interrater reliability was calculated as .873 Kappa on the dichotomous dependent variable (DSP presence or absence). The first research objective was to determine if public, private nonprofit, and private for-profit institutional mission statements differ in the frequency of DSP expression. Public institutions exhibited 36.5% DSP, private nonprofit institutions exhibited 69.1% DSP, and private for-profit institutions exhibited 11.9% DSP. Chi-square test determined that there was significant difference between each of 2x2 comparisons (p < .003). The second research objective utilized logistic regression analysis to gauge the influence of several variables on DSP frequency. Institutional control, focus, enrollment, and mission statement length were found to be significant at the p = .05 level. There are differences between public and private institutions and also between two-year and four-year institutions in the frequency of DSP expression. These differences have serious social and political implications that will likely go unnoticed as the bulk of society focuses on private and economic concerns.

Der anhaltende Misserfolg des politikgetriebenen Reformstakkatos verstärkt seit einer Dekade die Tendenz zu einem Reformmodus, der Universitäten höhere Autonomie zuspricht und auf deren Selbstorganisation gegen die teilweise dramatisch diskutierte Entfremdung von der Gesellschaft setzt. Mit Experimentierklauseln oder gar Hochschulfreiheitsgesetzen wird die Möglichkeit zur Selbstreferenz geschaffen – die Universität ist fortan für sich selbst verantwortlich. Diese Möglichkeit ist gleichwohl nur eine der notwendigen Bedingungen für erfolgreiche Selbstreferenz. Die Fähigkeit dazu liefert die „Entfesselung“ nicht. Dazu muss sich die Universität eingebettet in die sie umfassenden Zusammenhänge begreifen und mögliche Wechselwirkungen zwischen Organisation und Umwelt berücksichtigen können. Diesen voraussetzungsvollen Fall, dass eine Organisation die Auswirkungen ihrer Operationen auf ihre Umwelt sowie daraus entstehende Rückwirkungen auf sich selbst reflektiert, kann mit LUHMANN (1984, S.617) rationale Selbstreflexion genannt werden. Die Arbeit widmet sich dem Managementinstrument der Leitbildentwicklung und untersucht, wie es zur rationalen Selbstreflexion der Universität beitragen kann. Mit der Perspektive der Theorie sozialer Systeme werden drei Bedingungen herausgearbeitet, die im Prozess der Leitbildentwicklung zu berücksichtigen sind, um das orientierende und koordinierende Nutzenpotential dieses Managementinstruments zu entfalten. / Due to the persisting failure of ever continuing reforms driven by politics a new mode of reform has been established during the last decade: Universities are granted higher autonomie with respect to decisionmaking aiming at strengthening their capability of self-organisation. With flexible clauses in new higher education laws the possibility for self-reference has been created - Universities are responsible for themselves. This possibility is nevertheless just one of the required conditions for sucessful self-reference. The second required condition, the ability for self-reference, is not fulfilled automatically by just &amp;quot;loosening the chains&amp;quot;. In order to develop this ability Universities have to recognize themselves as embedded in a tight network of relationships and they have to be able to incorporate reciprocal effects between themselves and its environment into their decisionmaking. This case of an organisation being able to reflect on its impact on its environment as well as on the backlashes created by that, can be termed &amp;quot;rational reflexivity&amp;quot; with LUHMANN (1984, p.617). This paper adresses the management instrument of creating mission statements and analyses, how this instrument can contribute to the rational reflexivity of Universities. Using the theory of social systems three conditions are suggested that should be accounted for when aiming to unreveal the potential of the orienting and coordinating management instrument mission statements.

Der anhaltende Misserfolg des politikgetriebenen Reformstakkatos verstärkt seit einer Dekade die Tendenz zu einem Reformmodus, der Universitäten höhere Autonomie zuspricht und auf deren Selbstorganisation gegen die teilweise dramatisch diskutierte Entfremdung von der Gesellschaft setzt. Mit Experimentierklauseln oder gar Hochschulfreiheitsgesetzen wird die Möglichkeit zur Selbstreferenz geschaffen – die Universität ist fortan für sich selbst verantwortlich. Diese Möglichkeit ist gleichwohl nur eine der notwendigen Bedingungen für erfolgreiche Selbstreferenz. Die Fähigkeit dazu liefert die „Entfesselung“ nicht. Dazu muss sich die Universität eingebettet in die sie umfassenden Zusammenhänge begreifen und mögliche Wechselwirkungen zwischen Organisation und Umwelt berücksichtigen können. Diesen voraussetzungsvollen Fall, dass eine Organisation die Auswirkungen ihrer Operationen auf ihre Umwelt sowie daraus entstehende Rückwirkungen auf sich selbst reflektiert, kann mit LUHMANN (1984, S.617) rationale Selbstreflexion genannt werden. Die Arbeit widmet sich dem Managementinstrument der Leitbildentwicklung und untersucht, wie es zur rationalen Selbstreflexion der Universität beitragen kann. Mit der Perspektive der Theorie sozialer Systeme werden drei Bedingungen herausgearbeitet, die im Prozess der Leitbildentwicklung zu berücksichtigen sind, um das orientierende und koordinierende Nutzenpotential dieses Managementinstruments zu entfalten. / Due to the persisting failure of ever continuing reforms driven by politics a new mode of reform has been established during the last decade: Universities are granted higher autonomie with respect to decisionmaking aiming at strengthening their capability of self-organisation. With flexible clauses in new higher education laws the possibility for self-reference has been created - Universities are responsible for themselves. This possibility is nevertheless just one of the required conditions for sucessful self-reference. The second required condition, the ability for self-reference, is not fulfilled automatically by just &amp;quot;loosening the chains&amp;quot;. In order to develop this ability Universities have to recognize themselves as embedded in a tight network of relationships and they have to be able to incorporate reciprocal effects between themselves and its environment into their decisionmaking. This case of an organisation being able to reflect on its impact on its environment as well as on the backlashes created by that, can be termed &amp;quot;rational reflexivity&amp;quot; with LUHMANN (1984, p.617). This paper adresses the management instrument of creating mission statements and analyses, how this instrument can contribute to the rational reflexivity of Universities. Using the theory of social systems three conditions are suggested that should be accounted for when aiming to unreveal the potential of the orienting and coordinating management instrument mission statements.

Market orientation is generally defined as the implementation of the marketing concept within organizations. It has been operationalized by such dimensions as customer orientation (the pursuit of customer satisfaction), Competitor Orientation, Inter-functional Coordination, and Responsiveness. According to a growing body of literature, this strategy is likely to help higher educational institutions in their effort overcome the challenges and pressures of their changing environment (these are: massification, professionalisation, budget constraints, the rise of stakeholders’ requirements in terms of quality control and accountability… In this research, I first object that those researchers who are suggesting market orientation as the suitable strategy have said nothing as for its content or definition. I also contend that empirical works using higher educational setting to operationalize the market orientation strategy are just conceptual transpositions, which do not consider the specificities of higher education institutions as compared to private firms. These shortcomings are the theoretical justification of my research. Hence, after showing the origin of the market orientation rhetoric in higher education, I develop a new conceptualization of the strategy and suggest a new scale for its measurement. The following dimensions composed my suggested scale: Stakeholder orientation (Students, policy-makers, and organizations), Competitor Orientation, Collaboration, Inter-functional Coordination, and Responsiveness. The empirical validation of these dimensions was enriched by a quantitative assessment of the place of the market orientation strategy within the mission statements of higher educational institutions. This research is one attempt in a whole ongoing trend towards research on how to relevantly import private sector strategies into public and nonprofit sector organizations, among which, higher education/ L'Orientation-Marché est généralement définie comme étant l'implémentation du marketing dans les organisations. Une revue de littérature permet de l’opérationnaliser par les dimensions telles que l'Orientation clients qui consiste en la poursuite de satisfaction des clients, Orientation concurrents, Coordination inter/intra fonctionnelle, et la Réponse organisationnelle. Cette stratégie est de plus en plus évoquée comme pouvant aider les institutions d'enseignement supérieur à faire face aux défis tels que la massification, la professionnalisation, la réduction des financements, la montée des exigences des parties prenantes en termes de qualité... Dans cette thèse, je constate d'une part que certains chercheurs se limitent à proposer cette stratégie sans en définir le contenu, et d'autre part que les travaux empiriques existants sur l'Orientation-Marché dans l'enseignement supérieur se limitent à des transpositions conceptuelles, sans tenir compte des spécificités des institutions d'enseignement supérieur. C'est pour cette raison qu'après avoir démontré l'origine des discours sur l'Orientation-marché dans ce secteur, je développe une échelle de mesure susceptible d'Opérationnaliser cette stratégie. L'échelle comprend l'Orientation vers les parties prenantes (Etudiants, Décideurs politiques, Entreprises), l'Orientation Concurrents, la Collaboration, la Coordination Interfonctionnelle, et la Réponse organisationnelle comme principales dimensions. La validation empirique de ces dimensions a été enrichie par une évaluation quantitative de la place de l'Orientation-Marché dans les missions des institutions d'enseignement supérieur, telles que déclarées dans leurs différents documents. Cette recherche est une première ébauche dans tout un courant de recherches sur l'importations des stratégies de gestion privée dans les institutions à but non lucratif.

The Land Conservancy of San Luis Obispo County is interested in determining the approach that it may take if it decides to pursue conservation and limited development as a strategy to preserve land. In using conservation and limited development, the Conservancy may put into practice its core values by employing this intensely-collaborative conservation tool and informing itself about development, conservation, collaboration and financing, in order to meet multiple community needs. Information about the limited development process was collected from books, news articles and personal communications with professionals to determine its components. Each chapter of this report analyzes one component, putting authors’ strategies into conversation, critiquing these and then offering conservancies several different approaches to accomplish each component. This report concludes that the most important decision that a conservancy must make when pursuing conservation and limited development, is determining the level of involvement appropriate for its conservation mission, resources, expertise, and role in realizing project goals. The final portion of the report provides two case studies that draw upon telephone interviews with professionals, and analyze the contrasting levels of involvement that each project’s conservancy assumed. Since this report was requested by the Land Conservancy of San Luis Obispo County, it addresses some concerns and realities particular to the county; however, most recommendations are generally applicable to other land conservancies.

Many new institutions struggle with issues of identity and purpose, which can create instability and lack of growth. Mission statements are often used to clearly identify the characteristics that make an organization unique. This study was informed by theories of organizational management, art integration constructivism, and Bronfenbrenner's cultural ecology. The literature indicates that there is a strong connection between a clear and concise mission statement and the organization's behaviors. This study examined a small Southeast Michigan charter school devoted to integrating arts and academic curricula to determine how the stated mission was understood and implemented by its stakeholders. An applied, mixed methodology design was used to investigate the connection between the stated mission and the actions of the school's stakeholders. A 4-point, Likert type, quantitative survey was administered to 40 teachers, administrators, and board members and descriptive statistics were used to analyze the summative data. The analysis examined coded themes and found inconsistencies in the knowledge base of the school's stakeholders, primarily related to a lack of shared understandings of organizational statements and arts integration. The study recommendations include a guide for a staff introduction to ongoing pragmatic action research as a method to investigate and implement possible resolutions to the stated problem. The action research would help the school meet its stated goals of providing a coherent, arts-integrated learning experience for the school's students. The study and recommendations will lead to positive social change in that a coherent, arts-integrated education has been shown to provide an educationally and socially beneficial learning environment for the individuals involved in the program.

This dissertation work examines the role of strategic management in the non-profit sector on the example of the Berg Orchestra, which is a chamber orchestra specializing in contemporary classical music. A theoretical analysis of several strategic planning models is presented, and the most appropriate is selected based on the general requirements of a non-profit organization. Applied specifically to the Berg Orchestra, the proposed strategy takes into account the various roles and activities of the orchestra.

This thesis uses feminist critical discourse analysis to find and understand the discourses embedded in the mission statements and program documents of three domestic violence and/or rape crisis centers that primarily serve Black/African American populations in three distinct geographic locations in the United States. Existing literature addresses the discourses present in domestic violence and sexual assault service provision, but no literature addresses the discourses present in the mission statements of domestic violence and rape crisis centers, leaving a considerable gap in the literature. This project uses frameworks of feminist understandings of Foucauldian discursive patriarchal power, intersectionality and material feminism to analyze the mission statements and put them in conversation with each other. The three organizations chosen, Our House, Jenesse Center and Black Women’s Blueprint, each are 2015 award grantees of one of two federal Office of Violence Against Women’s grants to provide services to culturally specific populations. I argue the mission statements of Our House, Jenesse Center, and Black Women’s Blueprint have a discourse of resistance articulated through embedded discourses of Black feminism, neoliberalism, community and cultural competency, and storytelling. This larger discourse of resistance draws on Black/African American historical structures of resistance. Understanding Black/African American serving domestic violence and rape crisis centers as sites of resistance allows for a deeper understanding of Black/African American women’s unique expression of power and domination.

The topic of my study is: Becoming a missional church- the case of Evangelical Lutheran Church in South Africa (ELCSA). The lack of missional astuteness and intelligence emanating from Christendom mind-sets and agendas is detrimental to the growth of the church and is creating missional chaos and paralysis; this is what I am struggling with in my study. The challenge I am grappling with is that the ELCSA as a church has been exposed to a variety and multiplicity of missional cultures and mission settings through a diversity of missionaries operating from different missional landscape and backgrounds. The various and differing missional histories has created inconsistencies in the theological foundations that underpin and add force to her missional outlook and maturity. As the church considers becoming a missional church, there is an imperative need to radically revisit her traditional ecclesiologies in order to develop a clearer understanding of her missional vocation. The missional direction of the church is in quandary, partly because of the leadership failure to manage the contradictory and inconsistent missional attempts and missional immaturity within the ELCSA. Leadership development and formation within the Lutheran training institutes in Southern Africa, which are crucial in church life seems inadequate from a curriculum perspective. Failure to understand and appreciate the current missional language will inadvertently confuse the church’s understanding of God’s mission in the world (missio Dei). The challenge facing the ELCSA will therefore be an imperative and absolute need to move from a church with mission to a missional church. The study seeks to further explore and investigate insights from the ELCSA’s mission history with a view of determining the missional health and checking whether the church has a comprehension and understanding of the concept and language of a missional church and missional leadership. In this study I will also attempt to answer two possible sub-problems of the study viz. How does the ELCSA create a missional leadership aptitude environment and how does the ELCSA implement the missional conversation(s) to the operating landscape of the church? This study will also contrast the attractional and incarnational mindsets I reflect in the conclusion the significance and importance of a missional church and highlight the characteristics or indicators of such a church by applying it to the ELCSA. Recommendations are indicated for consideration by the ELCSA and are not presented as an answer or solution to the challenge that the church is facing. / Dissertation (MA(Theol))--University of Pretoria, 2012. / Science of Religion and Missiology / unrestricted

In this dissertation, the strategic planning process in a family owned firm of Saudi Arabia will be discussed. The main aim is to develop a comprehensive model of strategic planning, specific and customized to the family businesses of Saudi Arabia. The model will encompass all the factors that are unique to the Saudi Arabian family businesses, such as the family culture of Saudi business families, the interfamily dynamics that shape the strategic approach of the family and the unique market conditions or the external environment that influences the strategic planning process of family owned firms in Saudi Arabia. The literature review extensively covers the topic of strategic planning, family business dynamics and major salient features of family business described by various authors. The literature review also discusses the models of family business that define the interaction of various elements in family owned firms, their drawbacks and the gaps in applicability of these documented models to family businesses in general and specificallyt o Saudi Arabian family businessesT. he literaturer eview revealst hat there is no comprehensivem odel of strategicp lanning processf or the family owned firms that highlight all the critical factors that shape the strategic planning process and also documents uccessfufli rms that haveb enefitedf rom thesem odels. Based on an extensive survey of the family owned firms of Saudi Arabia and statistical analysis of various unique features of such firms, the most critical factors that play a major role in strategy formulation could be isolated. These critical factors helped in designing the strategic planning model for the family owned firms of Saudi Arabia. The model was practically implemented and validated in 10 family businesses of the kingdom and results confirm the applicability of this model. The model formulation and validation in the family firms of Saudi Arabia, forms the main focus of this dissertation.