In 2006, Governor Edward Rendell announced a three-year, $200 million Classrooms for the Future program to provide technology and technology support to schools across the Commonwealth of Pennsylvania, beginning in the 2006-2007 school year. The purpose of this research study is to examine the change process of the diffusion of technology within five schools through the implementation of the Classrooms for the Future initiative. This study will specifically examine the diffusion of the Classrooms for the Future initiative into schools and the perceptions of teachers, principals, superintendents, and Classrooms for the Future coaches with regards to the initiative and the impact the program is having on instruction. The research will focus on schools that have successfully or creatively implemented the CFF initiative, analyzing how and why the diffusion process was successful. Using a qualitative method, this study analyzed three sources of data: interviews with teachers, principals, superintendents/ technology directors, and Classrooms for the Future coaches; analysis of school district-specific archival documents relating to the implementation of the Classrooms for the Future initiative; and Classrooms for the Future archival survey data specific to the five selected schools and data provided through the Pennsylvania Technology Inventory Report from the Pennsylvania Department of Education and the Pennsylvania State University. Various levels and stages of Rogers' Diffusion of Innovations theory were applied to the data, providing a filter and a framework to evaluate organizational change over time. The results of this study suggested that the innovation-decision process, perceived attributes of the innovation, change agents, and communication channels were extremely significant in determining the rate of adoption of instructional technology and the sustainability of the innovation (Rogers, 2003). The role of authority figures in determining the vision of implementation was determined to be extremely significant in affecting teacher adoption of the Classrooms for the Future initiative. Additionally, the role of the Classrooms for the Future coach was imperative not only to increase adoption, but also for sustainability of the change. / Dr. Cathy Kaufman Dr. George Bieger Dr. David Piper

When adopting standardized ERP systems organizations also adopt standardized processes. These processes are integrated in the organization. The integration of standardized business processes redefines the business while standardization also leads to more indistinguishable business processes. Standardization is a prominent property of SAP ERP. When organizations implement SAP they also implement the SAP way of doing business. The research question is based on a consideration whether increased standardization, as part of SAP ERP, may limit the organization’s possibility to change.To examine the question the thesis use interviews with a business organization and SAP consultants as well as document studies. The results of the empirical work point to the fact that standardization is not limiting opportunity to change. Rather standardization is viewed as a necessary structure that is more of an organizational change enabler than a limiter. The enabling view of standardization is a consistent finding from the empirical study.

High-tech enterprise or Traditional enterprise, no matter to continue forever to manage, the enhancement profit, to become profitable and so on reasons, by each different form's organization transformation, achieves the transformation which and the goal the enterprise anticipated. This research is with the case study, and using ¡§Action Research¡¨ for the methodology to discuss the process factor which the influence organization transforms, its research background is as follows: 1. The case enterprise's short-term objective is to pay off the liability with all banks in two year which the debt occurred by the financial crisis's 8 years ago, the case enterprise could show a turn from loss to profit; 2. The case enterprise's organizational change plan is continuing to carry on, not already finished to discuss its final result; 3. In this research organizational change of the case enterprise is leading by its Human Resources Department, Not be top-down with its top managers. This research's objectives are: 1. To find the factors that would influence the organizational change in the back ground that organizational change is leading by Human Resource Department; 2. If the organizational change could move on after made some adjustment within the change plan? The main problems the case enterprise has includied: 1. Departmentalism; 2. The productivity concentrates in the minority product line. In this research the organizational change actions of the case enterprise includes: 1. to turn electronic division SVC department from profit center to cost center; 2. To intergrade all BU¡¦s SVC department to be a SVC Division in company; 3. To adjust the rules of Sales Quota Setting with Sales staff and leaders; 4. To change the ratio of variable salary with total compensation; 5. Promotes the new value activity. This research's result is: 1. The organization change which leading by HR department would be paied much attention and got smoothly executive when top managers have strong and consist intention. 2. The organizational change plan must be more closely to the business strategy, so can get recognition smoothly, staff get more interest and the motivaton to the organizational change, and have less resistance.

This paper is trying to identify and further discover the possible characteristics and reasons for organizational restructuring in a Biotechnology company. The research methodology is firstly to analysis the internal/external environment and the senior management team profile, then to knew what is each factor¡¦s influence made to the organization strategy, and according to the outcomed strategy direction, to understand the case study company various stages organizational structure origin and characteristic. Finally, compared with the theory and the biotechnology company structure characteristic which in the different organization stage, to discover the difference and the reasons. This study result finding that in the biotechnology company early established time, because of the industry has the lengthy lead-time on the research and development, this characteristic generally let the biotechnology company delay the demand of transfer from product development function to departmentalize, thus product development function is very much likely dispersed in separate and different technical units. In the stage as biotechnology company research oriented, the most crucial challenge of company is to set up the research and development ability, the research and development ability strong or weak will directly affect the value of biotechnology company, therefore very early start to establish the research related departments, and these departments finally will early mature than any other departments. In addition, in the research and development related organizational structure, extremely possibly use the "matrix project management structure¡¨ which can simultaneously satisfy both technical department and other sides. But regarding the best organizational structure to the whole biotechnology company, will possibly use the ¡§hybrid matrix structure¡¨ which can simultaneously mixed the organizational structure characteristic advantage of function type (non-R&D part) and the matrix type (research part). In the organizational restructuring stage, because of the effect of domestic investor¡¦s nearsightedness, a Biotech company begins to pursue any method or opportunity to raise the internal effectiveness. The laboratory will be the first one to review for effectiveness improvement possibility for its restructuring purpose. After all these attempts and restructuring process, the non-core business is outsourced to others for a more effectiveness- and mechanical-oriented organization. At last, this empirical research shows 3 managerial meanings as followings: A. The core of the restructuring for a newly start up Biotech company is the mechanism of research and development change. B. The research-oriented Biotech company needs to maintain the innovative development momentum excepts pursue the effectiveness. C. The start-up research-oriented Biotech company¡¦s organizational restructuring breakthrough point lies in the first launch of commercialized product.

The purpose of this paper is to discuss the relationship of information and communication technologies (ICTs), organizational change and ICT labors on plant¡¦s performance. We first develop AICT and EICT indicators for Taiwan optoelectronic industry and extend the Caroli and Reenen (2001) model to measure the impact of ICTs and ICT labors on plant¡¦s economic performance and organizational structure. In this paper, we can get the evidences that ICTs and ICT labors make Taiwan optoelectronic industry raise their productivity and inner organizational change.

The most challenge encountered by organization is efficient management reengineering, to avoid the crisis due to less of initiative, the ability to change the company. The management on organization reengineering includes organization adjust to the demand from variable environment and practical actions to reengineer the people is the organization. In other words, introduce the new concepts, new technology into the organization resulting in new structure and new behaviors. The conclusions from my research on organization reengineering are summarized as the following: 1. To continuously reengineer the organization, not only the operation on process need to be changed but also the working attitude of employees need to be changed, that is, before change the process, people need to be changed, that is before change the process, people need to be reengineered first. 2. The single plan on process reengineering, absolutely can¡¦t charge people performance and behaviors, but only with multiple plans to introduce to every level of process, the result can be obtained. 3. The strategy to success on business on business process reengineering a. The determination and strong leadership to build on excellent management team. b. Clearly recognize the change of business, create the vision, and reengineer the business process. c. Emphasize the reengineering on the interfere between business and environment, to build a working environment which empowers to the employees to take full responsibility. d. Restructure Company culture, strengthen new management and build strong competitive ability. 4. There is no single answer on whether business process reengineering should be from top to down with strong activity or should be gradually step by step. It depends on the pressure of company restructure, the expectation from top management, and consideration of the reality. Keyword: Business Process Reengineering, Organizational Change

none

Thesis (D. Min.)--Bethel Theological Seminary, St. Paul, MN, 2008. / Abstract. Includes bibliographical references (leaves 159-163).

Dissertation (Ph.D.)--Auburn University, 2009. / Abstract. Includes bibliographic references (p.260-338).

Thesis (M.A. (Psychology))--Rhodes University, 2003.