This study examined organizational member and housing staff perceptions of organizational culture and effectiveness of residence hall associations. Two instruments, the Residence Hall Government (RHA) Effectiveness Instrument designed by Tucker (2001) and the Organizational Culture Assessment Instrument (OCAI) designed by Cameron and Quinn (1999, 2006) were utilized to gather quantitative data, while individual interviews and focus groups were conducted utilizing selected questions from the Interview Questions for Doing a Competing Values Organizational Analysis (Quinn 1988) to collect qualitative data. A mixed methodology was utilized to collect and analyze data from three sites yielding 217 assessments, 27 interviews, and 6 student focus groups with members of residence hall associations during the spring 2008 semester. The study indicated that there is a positive relationship between all ideal culture type scores identified by the OCAI and effectiveness constructs identified by the RHA Effectiveness Instrument. Additionally, there is a difference in the perceptions of Clan and Hierarchy ideal culture type scores and Housing Relationship and RHA Effects effectiveness construct scores based upon housing staff membership or RHA Legislative Body membership. Furthermore, the research indicated that level of student involvement, emphasis on leadership development and training, patterns of communication and teamwork, financial resources, implementation of rules and procedures, roles in program planning, student voice, member evaluation, collaborative partnerships with host housing departments, and relationships with university Student Government were constructs for the development of organizational culture and influenced the organizational effectiveness of RHAs. Recommendations are provided for the organizational development and evaluation of residence hall associations. / by Lawrence B. Faerman. / Thesis (Ph.D.)--Florida Atlantic University, 2009. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2009. Mode of access: World Wide Web.

by Lam Pai-mui. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 71-73). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.v / LIST OF GRAPHS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- CONCEPT OF ORGANIZATIONAL CLIMATE --- p.7 / Chapter III. --- MANAGEMEOT IN CHINA --- p.14 / Historical Setting --- p.14 / Problems in the Past --- p.15 / Organizational Structure --- p.15 / Managerial Skills --- p.16 / Party and Management --- p.16 / Operations --- p.18 / Motivation and Labor Discipline --- p.18 / Economic and Management Reforms --- p.19 / Chapter IV. --- IMPACT OF CULTURE --- p.22 / Key Features --- p.22 / Respect for Age and Hierarchy --- p.22 / Group Orientation --- p.22 / Face' --- p.23 / Relationships --- p.23 / Cultural Consequences --- p.24 / Chapter V. --- METHODOLOGY --- p.36 / Questionnaires --- p.36 / Sampling --- p.38 / Distribution of Questionnaires --- p.39 / Chapter VI. --- FINDINGS --- p.41 / Company Profile --- p.41 / Demographic Profile --- p.41 / Organizational Climate --- p.48 / Comparison between Local and Foreign Firms --- p.59 / Chapter VII. --- SUMMARY AND DISCUSSION --- p.64 / APPENDIX I : ORGANIZATIONAL CLIMATE QUESTIONNAIRE --- p.67 / BIBLIOGRAPHY --- p.71

Made available in DSpace on 2016-04-29T13:17:44Z (GMT). No. of bitstreams: 1 OBM_Moreira.pdf: 2195631 bytes, checksum: f5f7679fe6497d3a52c19b30a571bcba (MD5) Previous issue date: 2005-10-14 / nenhum / Organizational Behavior Management (OBM) is considered to be an extension of the Experimental Analysis of the Behavior and has Applied Analysis of the Behavior as its technological root. Part of research conducted in the area of OBM has been published in the Journal of Organizational Behavior Management (JOBM), a periodical aimed at publishing the researches in OBM and, therefore, in applied behavior analysis in the organizational context. On the other hand, authors like Ghezzi (2001), Hayes (1999), Mawhinney (2000, 2001) and Hyten (2002) have questioned whether published material in this area, and therefore in JOBM, can be considered as a research in applied analysis of the behavior. Due to this controversy the present work was planned to try and analyse it. To be evaluated as a publication in Applied Analysis of Behavior a research report should meet dimensions proposed by Baer, Wolf and Rilsey (1968 and 1987). Two basic reasons justified this choice: 1. they are recognized by behavior analysts as criteria which applied analyst behavior should satisfy 2) JOBM defines itself as being a periodical on applied research in analysis behavior based on those dimensions. Data gathering included: 1) JOBM´s editorials and two historical articles based on this topic were read; relevant information was also obtained from Dickinson s (2000) and Mawhinney s (2000). 2) In addition, data from Balcazar, Shupert, Daniels, Mawhinney, Hopkins (1989); Poling, Smith and Braatz (1993); Nolan, Jarema, Austin (1999) and Norman, Bucklin, Austin (1999) were also analyzed. Results showed that along the time considered JOBM satisfied consistently only one of the criteria (delineating an only subject). Hence, it was not possible to state that JOBM is a periodical aimed to publishing the applied research in behavior analysis in the organizational context. Along the history of the OBM and JOBM area it was possible to notice some changes in the behavior of the editors and in the type of the articles which were submitted to the Editorial Council throughout the twenty years which were analysed, as well / A área de Organizational Behavior Management (OBM) é definida como uma extensão da Análise Experimental do Comportamento no mundo das organizações e tem como raiz tecnológica as pesquisas em análise aplicada do comportamento. Parte das pesquisas realizadas na área de OBM vem sendo publicada no Journal of Organizational Behavior Management (JOBM). Se, por um lado, o JOBM é definido como um periódico voltado para a publicação de pesquisas em OBM e, conseqüentemente, em análise aplicada do comportamento no contexto organizacional, por outro, há autores (Ghezzi, 2001, Hayes, 1999, Mawhinney, 2000 e 2001 e Hyten, 2002) que questionam se o que vem sendo produzido e divulgado nesta área, e conseqüentemente no JOBM pode ser considerado como pesquisa em análise aplicada do comportamento. Diante destas afirmações, o objetivo do presente trabalho foi analisar se o JOBM poderia ser considerado um periódico voltado para a publicação de pesquisa aplicada em análise do comportamento no contexto organizacional. Os critérios empregados para esta análise foram levantados a partir das dimensões de Baer, Wolf e Rilsey (1968 e 1987). Duas razões básicas justificaram estas escolhas: 1) os critérios empregados por Baer, Wolf e Risley (1968) são reconhecidos pela análise do comportamento como definidores do modo de trabalhar do analista do comportamento aplicado e 2) o próprio JOBM se autodenomina um periódico de pesquisa aplicada em análise do comportamento nos moldes definidos por Baer, Wolf e Risley (1968). Para a coleta de dados foi realizado: 1) o levantamento da política editorial do periódico e, para complementar as informações obtidas através dos editoriais, foram lidos dois artigos históricos sobre a área: o artigo de Dickinson (2000) e o de Mawhinney (2000); 2) foram selecionadas também as pesquisas publicadas no próprio JOBM que tiveram como propósito a análise das publicações do periódico em suas duas primeiras décadas de existência (Balcazar, Shupert, Daniels, Mawhinney, Hopkins,1989; Poling, Smith e Braatz, 1993; Nolan, Jarema, Austin, 1999; e Norman, Bucklin, Austin, 1999). Os resultados indicaram que o periódico atendeu consistentemente, ao longo do tempo, apenas a um dos critérios (delineamento de sujeito único). A partir da análise dos resultados não foi possível sustentar que o JOBM seja um periódico voltado para publicação de pesquisa aplicada em análise do comportamento no contexto organizacional. Ao se compreender a história da área de OBM e do JOBM foi possível evidenciar mudanças tanto no comportamento dos editores, quanto no caráter dos artigos submetidos ao Conselho Editorial ao longo dos 20 anos analisados

Yick, Man Kin. / "August 2011." / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves [193]-212). / Abstracts in English and Chinese; appendix includes Chinese. / Abstract in English --- p.iii / Abstract in Chinese --- p.v / Acknowledgement --- p.vii / Contents --- p.x / Abbreviations --- p.xiii / "Lists of Tables, figures and graph" --- p.xv / Chapter Section 1 --- Introduction --- p.1 / Purpose of the study --- p.4 / Chapter Section 2 --- Historical development of social welfare sector and YWCA --- p.5 / Conceptualizing NGOs --- p.5 / Early colonial period to WWII: Formation of charity organization under minimal welfare provision of the government --- p.7 / Post-WWII to 1960s: Government in need of SSOs for relief work and against communism --- p.9 / 1960s to 1990s: Expansion of social welfare and state incorporation of SSOs --- p.10 / From the 1990s: Towards a contractual relationship between SSOs and government in uncertain times --- p.12 / YWCA has followed the footsteps of social service sector --- p.16 / Chapter Section 3 --- Conceptualizing legitimacy repair --- p.18 / Why legitimacy? --- p.18 / Conceptualizing and defining legitimacy --- p.20 / Typology of legitimacy --- p.22 / Measurements of legitimacy --- p.25 / Legitimacy repair --- p.25 / Stakeholder and stakeholder politics --- p.28 / Chapter Section 4 --- Analytical framework --- p.32 / Determinants of degree of consistency of legitimacy repair strategies --- p.32 / Chapter Section 5 --- Methodology --- p.35 / A longitudinal single case study --- p.35 / A qualitative research --- p.36 / Why TO YWCA? --- p.36 / Research method --- p.37 / Field roles and field relations --- p.39 / Informant selection --- p.40 / A note on the role of media --- p.41 / Ethical issues in this study --- p.42 / Chapter Section 6 --- The setting: Tai 0 --- p.43 / The administrative-political setting --- p.48 / Local associations in Tai O --- p.51 / Chapter Section 7 --- Legitimacy challenge on YWCA during 1988 District Board election --- p.53 / Entry of YWCA --- p.53 / Struggle in 1988 District Board election --- p.63 / YWCA after the election: Formal complaint by TORC and its repair strategies --- p.73 / Chapter Section 8 --- The River Crab Saga from 2008 to 2010 --- p.75 / The two floodings in brief --- p.75 / What were TORC's challenges to YWCA? --- p.76 / Response of YWCA: Apology to TORC and adoption of a softer work strategy of community work --- p.85 / A turn to expression of regret under public scrutiny --- p.88 / The effect of the Saga on Tai O community: TO YWCA and pro-TOYWCA residents --- p.99 / The effect of the Saga on YWCA --- p.100 / Chapter Section 9 --- Discussion --- p.102 / Differences of the two disputes in terms of stakeholder identification and analysis --- p.102 / Explaining the difference of repair strategies of YWCA legitimacy between the two controversies --- p.114 / What factors could link up pro-Beijing and rural forces since the 1990s? --- p.136 / "Advantages of binding together: elections, mobilization, and interests" --- p.140 / Chapter Section 10 --- Conclusion --- p.157 / The case and argument revisited --- p.157 / Theoretical input --- p.163 / Significance of the study --- p.164 / Research limitations --- p.168 / Suggestions for further research --- p.169 / Chapter Appendix 1 --- Informant characteristics and selection process --- p.172 / Informant characteristics --- p.172 / Informant selection process --- p.177 / Chapter Appendix 2 --- Newspaper reports on 1988 DB election --- p.179 / Chapter Appendix 3 --- Chronology of the 2008 River Crab Saga --- p.180 / Chapter Appendix 4 --- Debates over disaster relief process in 2008 in detail --- p.183 / Chapter Appendix 5 --- Letter of complaint to LegCo Redress System --- p.189 / References --- p.193

National healthcare as executed through the Patient Protection and Affordable Care Act (ACA) was introduced in 2010, but was discussed for several decades prior to its enactment. Section 5210 of the ACA established funding for a Regular and Ready Reserve Corps (RRRC) to provide support to local healthcare entities with emergency preparedness. It is unknown what impact Section 5210 of the ACA has had on local emergency preparedness, as well as what obstacles are encountered with implementing this piece of legislation at the local level. The purpose of this case study was to understand the obstacles encountered at a local level by healthcare entities by combining rational choice theory and complex adaptive systems through Ostrom's institutional analysis and development theory. Data for this case study were obtained through interviews with 6 hospital emergency coordinators of hospitals in the Tennessee Highland Rim Region. These data were coded and analyzed following Moustakas' modified Van Kaam procedure. Findings from this study concluded that participants perceived that Section 5210 of the ACA did not impact hospital operations at the local level. However, other obstacles including employee turnover, communication, and process standardization and education are perceived to exist in terms of planning and emergency preparedness. The results of this study may impact social change by enhancing state and local policy makers' ability to identify and create a future roadmap for health care policy implementation at local and regional levels.

Self-presentation of a corporation as a citizen committed to sustainable corporate responsibility can, according to scholarly findings, help the organization improve its reputation among key stakeholders. The purpose of this case study was to explore the success of one major airport in aligning communication strategies to improve its reputation. The research question involved how effectively a major German airport communicated its commitment to sustainable corporate responsibility to its key stakeholders during 2005--2009. Of particular interest was how key stakeholders perceived the airport's stance towards the impacts of aircraft noise. Corporate documents, newspaper articles, and semistructured interviews comprised the data. Data analyses of documents and interviews included coding segments of texts on key words related to sustainable corporate responsibility. Pattern matching helped aggregate coded text segments into respective coherent and consistent corporate messages. Randomly selected newspaper articles on the airport under scrutiny were coded on a Likert-type scale on how favorably they covered what types of themes. Subsequent qualitative analyses of hand notes fabricated during the coding process revealed how positively journalists wrote about specific events. Results indicated that the airport officials effectively communicated to the airport's key stakeholders regarding economic contributions to public welfare, engagements in neighborhood projects, environmental protection, and noise abatement. Implications for positive social change include the potential for dialogues between the airport and its critical stakeholders that could, in turn, further the long-term friendly coexistence of the airport, its neighbors, and the community.

The current study examines the relationship between organizational support and work-family/family-work conflict. This study hopes to add to the literature by looking at individual differences as a possible mediator in the relationship between various sources of support and conflict between work and family.

Although learning organization theory evolved in corporate settings, literature suggests that the theory has much to offer human service organizations. This dissertation examines the implementation of a modified learning organization model in three small field offices of a publicly-funded vocational rehabilitation organization in the Pacific Northwest, at a time when the organization was negotiating financial cutbacks and organizational changes. The model - known as Strengths in Action - was based on Senge's five learning organization disciplines, and informed by organizational culture theory. In each participating office, all staff worked together to set a goal, make a plan, and achieve the goal. This dissertation covers the implementation of the modified learning organization model; the factors that facilitated and impeded the model's implementation; the model's impact on participating offices' climate and culture; and the similarities and differences among participating offices. This primarily qualitative study utilized mixed methods: observations, interviews, and an online survey. Implementation of the model resulted in individual and team learning, better staff communication, more productive teamwork, stronger staff relationships, stronger office/community partner relationships, and improved office morale. This study shows that such a model can be effective in a human service setting, moving workgroups away from a mode of individual workers reactively handling individual cases, and toward a mode of proactive collective problem-solving. It also provides strong evidence that a learning organization model, implemented during a period of resource retrenchment, can produce substantial benefits for small workgroups within human service organizations, even when the model is not disseminated organization-wide.

The U.S. Department of Education has mandated that each U.S. state develop successful initiatives to help students navigate their educational experience. Yet in Alabama students neither advance academically nor in improved life skills development. It is unclear if school administrators in Alabama Schools have contextual best practices for strategic planning and implementation to support and improve the experiences of vulnerable K-12 students. The purpose of this descriptive case study was to explore how administrators of Alabama schools develop contextual best practices for strategic planning and implementation to support students. The conceptual framework was designed using collaboration theory, organizational learning theory, and appreciative inquiry. The overarching question addressed developing an understanding about how Alabama school administrators develop contextual best practices for strategic planning and implementation. Appreciative inquiry was used to facilitate a focus group and individual interviews with 15 participants. Data were analyzed using inductive analysis and bracketing. Thus, 4 themes were identified from the interviews and focus group. Most significant results were the identification of having a positive, engaging mobile environment and improving full community participation in the collaborative process. Contributions to positive social change may be experienced by developing community-based collaboration where all contribute to, and benefit from, co-create, collaborate, and structure a more balanced and feasible approach to successful implementation of strategic plans in an environment of financial constraints.

The British Columbia government's Ministry of Health Services will experience significant loss of operational knowledge from an aging managerial workforce, increased staff turnover, and difficulties in recruitment. The purpose of this study is to provide the ministry's Strategic Human Resources Planning branch staff with a map and description of knowledge transfer practices used by approximately 40 managers within the ministry's Health Sector Information Management/Information Technology division and its Vital Statistics Agency. The study is a mixed-methods case study of knowledge retention and transfer practices founded on a knowledge management and social network theoretical foundation. To understand the ministry's complex nature of knowledge transfer, research questions examined the characteristics of an effective knowledge sharing network, associated knowledge sharing similarities and dissimilarities, and perceived knowledge sharing enablers and inhibiters. Social network and thematic analysis were used to collect, map, and analyze perceived informal knowledge transfer practices. Findings indicated that face-to-face communication, visual and verbal cues, and individuals who had a few powerful neighboring connections were influential knowledge resources. The social implications from these findings will act as a catalyst to shift prevalent cultural knowledge management practices thereby positively affecting workload and resource management. Employees will more clearly understand their knowledge management roles and how their actions affect service delivery to citizens. Acting as a knowledge transfer model, the ministry could positively influence the government's Public Service Agency, other ministries, health authorities, and private sector organizations to adopt effective knowledge transfer practices to improve managerial and managerial/staff communication and trust.