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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
281

The strategies three state comprehensive universities employed to meet the needs of adult students

Varsalona, Jacqueline Rose 16 November 2016 (has links)
<p> The number of adult students requiring and engaging in postsecondary education is overtaking the number of those entering college through traditional pathways. Adult students value institutions that provide low cost, flexible, supportive, and accelerated degree completion pathways. State comprehensive universities (SCUs) are attractive to adult students for their affordability, convenience, and wide range of offerings. These institutions, therefore, have the potential to greatly expand attainment for adult students; yet only 35 percent of SCUs have adult students representing more than a quarter of their total enrollment. The purpose of this study was to contribute additional research to better understand how SCUs can expand offerings to attract and serve more adult students as a strategy to increase degree completion in their states. The study was based on the proposition that successful and integrated adult student programs and services are a natural outgrowth of institutions whose mission and culture are supportive of adult students. To develop an effective adult student service delivery program, change agents must take into consideration the unique sensitivities and organizational culture, structure, and change characteristics of the institution. This case study examined three different SCUs that maintain a dual mission of serving adults alongside traditional students: Austin Peay State University (TN), Portland State University (OR), and Northern Arizona University (AZ). The study explored key contextual elements and change strategies useful in developing and assessing initiatives, interventions, and curriculum that strengthen degree completion pathways and provide comprehensive support services for adult students. The study uncovered similarities, and distinctions between the cases and the challenges, barriers, and gaps that persist as these institutions work to improve student success outcomes for their adult learners. This research analyzed each university&rsquo;s cultural and leadership orientation using Bolman and Deal&rsquo;s (2013) organizational framework. Case findings can aid traditional student-focused public universities seeking to better understand conditions, characteristics, and strategies useful in sustaining adult student programs and services.</p>
282

The influence of culture on senior leaders as they seek to resolve ethical dilemmas at work solve ethical dilemmas at work

McLaverty, Thomas Christopher 16 November 2016 (has links)
<p> This dissertation explores some of the difficulties that arise when using the cognitive development model to explain ethical behaviour in the world of work. An alternative theoretical position is explored, one that was originally developed in anthropology by Richard Shweder and Jonathan Haidt. This position asserts that ethical behaviour is not universal, it is instead highly contextual and may be influenced by both organisational and ethnic/national culture. The influence of culture on ethical behaviour is explored using narrative research techniques. The research is based on thirty in depth interviews with senior executives who frequently faced ethical dilemmas at work. Interviewees represented a number of diverse cultural backgrounds (including British, Dutch, US, Indian, Saudi, Colombian and Brazilian) and a number of strong organisation cultures. The conclusions emphasize the importance of personal networks as a resource for resolving ethical dilemmas and the importance of different cultural approaches to managing power relations within personal networks. The conclusions question both the current and future role of compliance functions in global corporations and the effectiveness of leadership development and staff training in the field of values and ethics</p>
283

Perceived and preferred organizational culture on behavior intentions in the hospitality industry

Zimmerman, Kenneth L. 24 February 2017 (has links)
<p> Already a challenge to human resource professionals is retaining talented employees. Increasing human resource management&rsquo;s knowledge of how employees&rsquo; perceived and preferred organizational culture contributes to job satisfaction, intent to remain, and willingness to recommend the organization could have a significant positive impact on the reduction of turnover intention. In this quantitative, nonexperimental, correlational study, the researcher investigated the relationships between the independent variables (i.e., employees&rsquo; perceived culture and employees&rsquo; preferred culture) and the dependent variables (i.e., employee job satisfaction, intent to remain, and willingness to recommend the organization), while controlling for specific demographics. The Hospitality Industry Culture Profile (HICP) was used to measure the independent, dependent, and control variables. There were total of 143 survey participants actively working in the hospitality industry resulted in 88 completed surveys for a response rate of 62%. Regression analyses were conducted to assess the relationships among perceived and preferred organizational culture, job satisfaction, intent to remain with the organization, or willingness to recommend the organization. The coefficient of determination (<i>R</i><sup> 2</sup>) indicated that there was a 25% variability in job satisfaction, 23% variability in intent to remain, and up to 44% variability in willingness to recommend. The results of this research identified that a relationship does exist between the employees&rsquo; perceived organizational culture and the behavioral intentions of job satisfaction, intent to remain, and their willingness to recommend the organization as a good place to work. Because of the lack of younger workers that participated in the study in the age category of 22-34 (<i>n</i>=27, 19%), a recommendation for future research would be to conduct a study directed at the millennials who are working in the hospitality industry. This may add to the body of knowledge and have a practical application for human resource management when making adjustments to the culture of the organization.</p>
284

A descriptive inquiry into the nonprofit leaders' perceptions about emotional intelligence and leadership

Peter, Emmanuel A. 02 March 2017 (has links)
<p> The purpose of this qualitative descriptive study was to explore the perceptions of the NPO leaders about the value of EI (Emotional Intelligence) on leadership strategies in the City of Richmond, Virginia. The research problem was the perceptions of the NPO leaders about the value of EI on leadership strategies in Richmond Virginia was unknown. The need to examine the NPO leaders&rsquo; perceptions about EI stemmed from the paradigm shift from cognitive intelligence to EI. Fourteen participants were selected using Seidman&rsquo;s three phase interviews. The study population was the faith-based and non-faith-based leaders in the US with samples drawn from NPO leaders in the City of Richmond, Virginia. The 14 participants were engaged in in-depth interviews (Seidman&rsquo;s Phase Two), and the data were analyzed using the NVivo10. The analyzed data resulted in the emergence of five themes. (a) NPO leaders&rsquo; perceptions about the term EI. (b) The leadership atmosphere of organizations in the 21<sup> st</sup> century is sensitive and volatile. (c) The NPO leaders practice short walking away from the place of stress as a coping strategy. (d) The NPO leaders practice self-control with team members to manage conflict and (e) The NPO leaders practice respect for team members for team harmony. The study findings indicated 29% of the participants demonstrated conceptual EI perceptions, while 64% showed practical EI awareness. The remaining 7% expressed moderate or low perceptions of EI. The overall study findings indicated sound EI perceptions among the NPO leaders in Richmond, Virginia.</p>
285

Die verwantskap tussen topbestuurwaardes en organisasiekultuur

01 September 2015 (has links)
M.Com. / Organisation culture is defined as the consistent pattern of assumption. values and philosophies developed by the members of an organisation in order to cope with the organisation's particular problems of existence. These assumptions, values and philosophies provide direction to the organisation in the form of a strategy or mission and also serve to integrate the organisation's internal designs and behaviors into consistent pattern (roles and activities of managers and employees, style of business, managerial style, structure, systems and procedures, rewards, status, punishments, criteria for selection and behavioral norms) ...
286

Inequality, Position, and Perception| Understanding and Addressing Workplace Harassment in Oregon's Construction Trades

Bassett, Sasha Mae 13 August 2016 (has links)
<p> Does our status impact the way we interpret change? This study proposes that one's level of power within their workplace, as granted by their role within the organization, shapes the way in which people interpret adjustments to the norms of that organization. Drawing on qualitative focus groups with forty-four members of Oregon's construction trades, this study examines the relationship between participants' position within the industry&rsquo;s structure and their opinions about the changing jobsite norms brought on by recent waves of diversification in the workforce. Findings suggest that within Oregon&rsquo;s construction trades, hierarchical distribution of power via industry position serves to stratify and reorganize the attitudes and responses of participants. This is done through situating knowledge; different positions hold differential understandings of which issues generate harassment, present barriers to progress, and serve as potential solutions to the issue. Results show that participants who occupy positions of power within the trades tend to frame harassment as an interpersonal problem, which can be solved by interpersonal solutions. Thus, participants in positions of power saw change as an incremental process that was constantly happening. Conversely, participants who were not in positions of power within the trades tended to frame harassment as an institutional problem that required industry-wide changes to be fully addressed. As a result, participants with less power in the trades framed change as generational for the industry; something that could only be achieved after the current workforce. Ultimately, this study highlights the tension between interpersonal and institutional strategies for organizational change.</p>
287

Core Self-evaluations As a Dispositional Determinant of Perceived Gender and Age Discrimination among Young Working Women

Blackhurst, Jordan 18 October 2016 (has links)
<p> Recent survey results indicated that 51% of young women who experienced or observed gender discrimination also experienced ageism (Business Professional Women&rsquo;s Foundation, 2011). The purpose of the current study was to examine a possible construct for predicting the perceptions of gender and age discrimination among young working women (N = 327, M = 25.6 years old) . Job satisfaction, stress, and work-life balance were examined as mediating variables. In addition, double jeopardy (i.e., gender and age discrimination interaction) among young working women was examined. The results indicated that perceptions of gender and age discrimination are predicted by core self-evaluations, job satisfaction and stress mediate this relationship, and double jeopardy was not supported. Collectively, these results may be useful to organizations wishing to expand the diversity of their workforce and/or prevent perceptions of discrimination among minority employees, especially women.</p>
288

Perceived characteristics of the trust relationship between the U.S. military and the public| A Delphi study

Gilmore, Cliff W. 16 February 2017 (has links)
<p> Trust is consistently identified as a key factor in the success of organizations. Despite its importance, public trust of U.S. institutions has fallen steadily over six decades. One exception is public trust of the U.S. military, which has increased. This qualitative Delphi study sought to answer the question: What are the perceived characteristics of the trust relationship between the U.S. military and the general public at the point interface where senior military leaders, their public affairs advisors, and national-security media representatives directly facilitate the relay of information between the military and the public? This study also sought to identify which, if any, of those perceived characteristics are unique in the literature, or if they are uniquely prioritized in the trust relationship between the U.S. military and the general public. The purpose of the study was to explore a favorable trust relationship in an effort to identify characteristics that might be beneficial to other leaders in their effort to establish, preserve, or strengthen public trust in their own institutions. The Delphi methodology was used to achieve consensus of opinion among three groups of subject matter experts who, in accordance with joint U.S. doctrine, act as a point of direct interface between the military and the public. Retired senior military officers, retired or former military public affairs officers (PAOs), and journalists who cover the national-security beat for national and international media organizations participated in the study. During three survey rounds, members of two independent groups identified, prioritized, and defined characteristics they perceived as contributing most to the favorable trust relationship between the U.S. military; anonymously reviewed input from other group members; and modified their own input. Overall consensus was reached among these two groups of subject-matter experts that prioritization of honesty, integrity, and credibility contributes most to a favorable trust relationship. Summative content analysis of the respective group&rsquo;s definitions of those terms revealed key themes of open communication and the critical importance of an organization&rsquo;s members doing and saying the right thing, regardless of consequences.</p>
289

Generic qualitative study on systems conflict as described by employees' leader-member exchanges

Martinus, Paul M. 06 October 2016 (has links)
<p> This study addressed the problem of conflict in the workplace as experienced by leader-member exchanges (LMXs). The background and significance of this study concerned the research problem and questions asking about systems conflict in the workplace according to LMXs. The study used a generic qualitative research design; participants were obtained online via purposive and snowball sampling. Participants who were Facebook users were asked to describe their conflict experiences in the workplace that were then thematically analyzed. Results showed that either systems conflict in LMXs described leadership and followership; or that types of members in such exchanges described conflict systems. Addressing the problem by answering the research question fills a knowledge gap that the scientific community and organizational leaders might use to address systems conflict in the workplace. </p><p> <i>Keywords:</i> generic, qualitative, systems, conflict, leader-member exchanges.</p>
290

The Effects of Leadership Behaviors on Organization Agility| A Quantitative Study of 126 U.S.-Based Business Units

Gagel, Gretchen 22 January 2019 (has links)
<p> Organizations face challenges related to swiftly and successfully adapting their products and services to meet the changing demands of the external environment to achieve long-term success. These challenges have prompted the study of organization agility, an organizational capability defined as the ability to swiftly and successfully change in order to achieve long-term financial success (Worley, Williams, &amp; Lawler, 2014). Researchers have theorized that the behaviors and attributes of organization leaders impact organization agility (Worley et al., 2014; Holbeche, 2015). The purpose of this study was to conduct an inferential quantitative research study to determine if leadership behaviors predict organization agility. </p><p> The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. Organization agility was measured using the Agility Survey (short-form) developed by Worley, Williams, and Lawler (2014) to generate a Total Agility Score. The leadership behaviors and attributes of the business unit leaders were measured using the Multifactor Leadership Questionnaire (MLQ-5X; Avolio &amp; Bass, 2004). Confirmatory and exploratory factor analysis determined an alternative five-construct model of leadership behaviors and attributes for this data set. Simultaneous linear regression determined that the leadership behaviors found to predict higher levels of organization agility included (a) exploratory behaviors that support a culture of discovering new ways to solve problems and conduct business, (b) latitude behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary behaviors that create a clear organization purpose and mission that define the &ldquo;why&rdquo; of the organization&rsquo;s existence, and (d) reflective behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. Simultaneous linear regression analysis also determined that leadership behaviors related to power and structure predict lower levels of organization agility. </p><p> In addition to the original research question, results were reported comparing the Total Agility Score for organization groups divided by type of organization, size of organization, and year founded; and for business unit groups divided by business unit leader gender and size of business unit. Inspection of these results&rsquo; means indicated that the Total Agility Score for for-profit organizations (<i>M</i> = 3.97) was significantly higher than the Total Agility Score for nonprofits/government agencies (<i> M</i> = 3.67), a difference of .30 on a 5-point Likert scale (<i> p</i> = .009) and with a larger than typical effect size (<i>d</i> = .77). Inspection of the results also indicated that the Total Agility Score for organizations with 1,000 to 6,000 employees (<i>M</i> = 3.99) was significantly higher than the Total Agility Score for organizations with greater than 6,000 employees (<i>M</i> = 3.83; <i>p</i> = .038) with an effect size between smaller than typical or medium (<i> d</i> = .37). </p><p> This research study contributes to the body of knowledge of organization agility by informing scholars, practitioners, and organization leaders as to the leadership behaviors and attributes that predict both higher and lower levels of organization agility. Several additional research studies are suggested that would enhance knowledge related to the conceptual frameworks and theories of organization agility and leadership.</p><p>

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