<p> Many faith-based liberal arts institutions are tuition-dependent and are forced to compete with both public institutions as well as private for-profit colleges and universities to maintain student enrollment levels. Some faith-based institutions have adopted strategic enrollment management policies and procedures that emulate the best practices used by aggressive for-profit colleges. In many institutions, the point person for this marketing and recruiting strategy is the enrollment manager/admission director. The roles and titles vary across institutions, but using the descriptions of Presswood (2011) and Higher Education Publications (2016), the job functions are interchangeable. This study will therefor refer to the enrollment manager/admission director throughout. </p><p> The Council of Christian Colleges and Universities (CCCU) is a coalition of 118 faith-based institutions founded in 1976 &ldquo;to advance the cause of Christ-centered higher education&hellip;&rdquo; (Council for Christian Colleges and Universities, 2013). Between 1990 and 2004, CCCU institutions enjoyed growth rates that were considerably higher than those experienced by public institutions and other independent colleges.</p><p> This study asked four research questions. First, is there a relationship between the reported level of shared governance in decision making by CCCU enrollment managers/admission directors and the organizational commitment they claim to their institutions? Second, are the respondent characteristics of age, gender, and tenure related to the organizational commitment of CCCU enrollment managers/admission directors? Third, is the faith-based mission of the institution related to the degree of organizational commitment claimed by CCCU enrollment managers/admission directors? Forth, is institution size (student enrollment) related to the degree of organizational commitment claimed by CCCU enrollment managers/admission directors? </p><p> Enrollment managers/admission directors from all 118 CCCU institutions were invited to participate in this study. Surveys were collected via SurveyMonkey and data analysis was compiled using SPSS 23.0 software. Results indicated that CCCU enrollment managers/admission directors report high levels of organizational commitment and positive levels of shared governance in decision making. Respondents also reported that their commitment to their respective organizations was related to the historic faith-based mission of their institutions. Statistical analysis found no correlation between reported levels of organizational commitment and shared governance, demographic characteristics, institution size, or the historic faith-based mission of the university.</p>

<p> The traditional, full-time MBA program environment has become increasingly tumultuous. The many pressures facing business schools, from declining interest of applicants to the burgeoning number of schools and degree formats, have led many to predict that the model cannot continue as is and is ripe for change. Many believe consolidation in the business school marketplace is inevitable and survival is not guaranteed. </p><p> Business schools instruct students that, in today&rsquo;s competitive environment, companies must be able to adapt and quickly respond to changes in the business environment. However, business schools do not seem to have practiced what they preached. Although most business schools would say that they are continuously improving the degree, they likely would agree that most of the changes have been incremental and that the traditional MBA program has remained largely unchanged since its inception. The primary purpose of this study is to explore how the full-time MBA program might be transformed by seeing how four highly ranked business schools would view innovations developed by two leading business schools and whether reengineering the educational model also transforms the business model. </p><p> There is a strongly held belief that the traditional two-year, in-person MBA will continue to be relevant but may be sustained only by the top-20 schools. The hundreds of other business schools will be forced to adapt, but the degree and urgency to which they do may vary based on their perception of the school&rsquo;s standing and their willingness to challenge existing beliefs around their brand image, pride of creation, and entrenched incentives. </p><p> Change and adopting innovation do not guarantee success. Likewise, doing nothing does not guarantee failure. Change, however, is inevitable and might happen quicker than business schools anticipate because of market forces. Business schools that have the most to lose already have begun experimenting with innovation outside their reputation-based full-time program. Should the expertise built and lessons learned from this experimentation be incorporated into their full-time programs, the established schools may witness a new pecking order.</p>

M.Com. / This study has been undertaken with the specific objective of acquiring an insight into the concept "organizational culture" within a strategic management context, as well as the role played by the concept in the formulation and implementation of organizational strategy. Researchers from within various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept ...

D.Phil. / In its exploration of workplace bullying, this doctoral study applies elements of two particular types of autoethnography, namely, personal narrative and analytical autoethnography. This unconventional qualitative approach focuses on my own experiences of being bullied as an employee at an organisation where, according to management, bullying was deemed to be an acceptable practice. In the study I describe typical bullying events, related interpersonal dynamics, and the clandestine tactics of bullies. I reveal how bullying affected me, and how I coped with the emotional turmoil and humiliation caused by it. An appreciation for both modernism and postmodernism influenced me to combine elements of these paradigms in the study. In the spirit of postmodernism I share my lived experiences of bullying in an attempt to appeal to the reader‟s empathy and hopefully his or her co-construction, to enhance emotional understanding, and to create a willingness amongst concerned parties to unite in facilitating social change. I also explain the emotional demands and the therapeutic effects on the writer when producing an autoethnography. Regarding the modernist elements, I apply theoretical concepts and research findings on bullying found in the literature to contextualise and make sense of my experiences. In addition, I engage in various levels of analysis and thematically analyse the data contained in the autoethnography, as well as material offered by six people who either witnessed or experienced bullying. This autoethnographic work led to interesting realisations. For example, I found that targets tend to become aware of only the negative characteristics in bullies and disregard their positive qualities. They often fantasise about escaping, though they do not actively take steps to acquire alternative employment, because they have been indoctrinated to believe that they are worthless. I once again realise that all human beings are capable of good deeds, as well as evil ones, and that circumstances often determine who will revert to bullying, and who will become targets. Particularly striking are the study‟s findings that remnants of the ancient practice of sacrificing one person to ensure the survival of the group may be present in modern organisations. Based on the insights gained from this study, I recommend that workplace bullying awareness campaigns should be increased, and, in particular that – (i) employers and unions should be informed about the covert nature of bullying and the consequences for all involved; and (ii) organisations should establish structures and procedures for reporting bullying and counselling targets and bullies.

<p> This study was conducted independently, but in collaboration with a team of peer-researchers who came together to study the lived experience of exemplar leaders in diverse organizations as they transformed conflict to reach common ground. This study contributed to the collective work by looking at K-12 Human Resource Officers (HROs) as the population of interest. HROs are often at the center of resolving conflict, yet only a few emerge as exemplar leaders. These exemplar leaders were the target population situated in the phenomena under investigations. The team selected a qualitative phenomenological approach, in an attempt to uncover what strategies exemplar leaders used to transform conflict to find common ground using the six domains of conflict transformation behaviors: collaboration, communication, emotional intelligence, ethics, processes, and problem-solving. Evidence showed that exemplar leaders tended to integrate these domains, rather than using them separately, for a more powerful impact in transforming conflict and finding common ground. Interviews, observations, and artifact data identified shared practices and behaviors to represent a more powerful repertoire of conflict transformational skills.</p>

<p> Academic presidential transitions have increased in recent years. The average tenure for a college president in 2012 was seven years, down from eight and a half years in 2006. A presidential transition introduces radical change in the academic institution. Such radical change affects the organizational perception, and thus organizational behavior, within the employees. This study explored the institutional response to presidential transition and examined the existence of a relationship between employee job satisfaction and employee affective commitment. Job satisfaction is a variable that is measured for general organizational perception, an antecedent and determinant of organizational commitment. Affective commitment is a variable that is measured for organizational commitment, an antecedent of organizational retention. The stratified random sample for this research study was obtained from faith-based, non-profit academic institutions accredited with The Association for Biblical Higher Education (ABHE). Three institutions participated in the research study. The sample population for the study was <i>n</i> = 73; the sample size for the study was <i>n</i> = 26. The participants responded to an online survey consisting of demographic questions, the Survey of Perceived Organizational Support (SPOS) items, and the Three-Component Model Employee Commitment Survey (TCM ECS). The data analysis consisted of descriptive statistics, cross-tabulation, analysis of variance (ANOVA), and the Pearson&rsquo;s product-moment correlation coefficient (<i>r</i>). The cross-tabulation evidenced that positional majority was congruent with institutional majority throughout all eight items on the SPOS and all eight items on the TCM ECS ACS. The analysis of variance (ANOVA) failed to show a statistical significance between organizational position (staff, faculty, administrators) and job satisfaction, F (2, 23) = 1.034, <i> p</i> = .372 > &alpha; = .05, and affective commitment, F (2, 22) = 1.050, <i> p</i> = .367 > &alpha; = .05. The ANOVA test concluded that the organizational perception of the radical change of presidential transition was perceived and felt the same across the institution. The Pearson coefficient identified a strong, positive relationship between job satisfaction and affective commitment. During seasons of organizational change, organizational retention efforts indicate a need for steps to address the job satisfaction of employees.</p>

This qualitative case study was designed to explore how mentors in a formal mentoring program perceive their experience. The study is based upon the following assumptions: (1) mentors have experienced challenges; (2) mentors have had positive experiences in a mentoring dyad; (3) mentors will share their experiences; (4) the organization evaluates mentoring efforts by analyzing the mentees’ outcomes only; and (5) the organization offers support to the mentor. The site for the study was a global retailer located in New York, New York that had a formal mentoring program. The primary sources of data were: in-depth interviews with 19 former mentors, a focus group, and a document review. Mezirow (1990) proposed a process that one undergoes in a transformative learning event. In his model, individuals must have a dialogue with trusted others for support as they examine their prior roles. Therefore, it can be assumed that having a mentor could be instrumental in one’s transformative learning experience (Brookfield, 1987). Daloz (2000) proposed that for a transformative learning event to occur, there must be “the presence of the other, reflective discourse, a mentoring community, and opportunities for committed action” (p. 112). These concepts provided a construct for analysis and synthesis of the research findings. Although this study sought to examine how mentors perceived their role, a key finding revealed that participants were motivated by the desire to gain visibility. This impetus shaped their experience greatly. Further, the findings identified three categories of mentors: (1) those who accepted the role to appease management and possessed no desire to be a mentor, hence termed the Disgruntled: (2) those who were invested to the organization and had a desire to help others, and thus are Believers; and (3) those that were invested in the relationship, but had personal agendas for being in the role, called the Politicos. The primary recommendation from this study is that human resources need to be thoughtful in how they structure and monitor the mentoring dyad. This includes allowing participation in the program to be voluntary, providing training, and checking in with each member throughout the duration of the engagement.

<div> <p>Employee turnover is widely recognized as a concern for hospitality employers. Therefore, strategies are needed to attract and retain workers. Organizational newcomers are vulnerable to job stressors that lead to burnout and turnover. However, organizational socialization facilitates employee learning and adjustment, which subsequently reduced turnover intentions. The purpose of this study is to examine the impact of organizational socialization tactics on the domains of socialization learning and on organizational commitment in the hotel industry. The study also investigated th­e influence of socialization tactics and learning on turnover intentions. Additionally, the study explored content, context, and social aspects of organizational socialization tactics used by hotels to facilitate employee learning. ­­The study utilized a mixed methods approach including survey data from employees of upper midscale and upscale hotels in the Midwest, and interviews conducted with a convenience sample of survey participants. Empirical analyses were conducted using descriptive statistics, t-tests, analyses of variances, and regression analyses. Thematic analysis was used for interview transcripts. Findings indicate higher perceived levels of institutionalized organizational socialization tactics do positively impact the four domains of socialization learning – training, understanding, coworker support, and future prospects. Higher levels of two socialization learning domains, coworker support and future prospects, positively impacted organizational commitment. Institutionalized socialization tactics and the socialization learning domain of future prospects were negatively associated with turnover intentions. Interview findings enhanced survey data on organizational socialization tactics in the hotel industry. There was a higher prevalence of individual and informal learning, and employees have limited awareness of sequential steps or fixed timetables. Employees engaged in observational learning related to job duties from coworkers, and observation of customer service skills from their supervisors. The study also found employees are learning interpersonal skills from guest interaction, including how they can integrate guest feedback into their organizational roles. The study demonstrates the positive influence of institutionalized organizational tactics on employee learning in the hotel industry and provides further context on socialization tactics from an employee perspective. Implications, limitations, and recommendations for future study are discussed. Practitioners are encouraged to engage in institutionalized socialization activities. Employers can also cultivate an organizational climate that enhances hands-on learning by adopting socialization activities that enhance employee self-efficacy and encourage relationship building between coworkers. </p> <p> </p> </div> <br>

Following Hilhorst (2004), this study posits that, as communities become more populous they also become more complex. As they become more complex, communities develop institutions and social structures to help coordinate social activities. Among these institutions are forms of government which ensure management of resources and public safety. As part of public safety, citizens in vulnerable areas expect their government to provide disaster shelters during hurricanes. In response to this expectation, government forms policies and creates plans for disaster/evacuation shelters. These shelters become an arena for both disaster shelter policy implementation and organizational behavior. This study examines the relationships between disaster shelter policy implementation and the organizational behavior of the government staff and nonprofit volunteers who implement disaster/evacuation shelter policy as well as the citizens who receive services and who may themselves be volunteers. This study reviews the social complexity and structure of these relationships within Hilhorst’s (2004) proposed social domains of science and disaster management, disaster governance, and local response, as demonstrated in Florida’s Division of Emergency Management Region 5 (henceforward referred to as Region 5) during the 2004 hurricane season. This hurricane season was selected because nearly every county in Florida was affected by a hurricane (Charley, Frances, Ivan, or Jeanne) within a span of 44 days. Orange County was chosen because it was directly affected by three of the four storms (Charley, Frances, and Jeanne) and served as a regional disaster shelter during the fourth (Ivan). Region 5 was chosen for comparison because it was directly affected by three of the four storms and because Orange County served as a regional disaster shelter during the fourth (Ivan). / A Dissertation submitted to the Askew School of Public Administration and Policy in partial fulfillment of the Doctor of Philosophy. / Summer Semester 2017. / July 19, 2017. / EMERGENCY MANAGEMENT, ORGANIZATIONAL BEHAVIOR, PUBLIC POLICY, SOCIAL DOMAIN THEORY / Includes bibliographical references. / Ralph Brower, Professor Directing Dissertation; Petra Doan, University Representative; Kaifeng Yang, Committee Member; David Berlan, Committee Member.

Employee engagement is a topic that has been widely studied over the course of the past 30 years. Its potential value to healthcare organizations has only begun to be recognized within the most recent decade. Numerous studies have been conducted which demonstrate that increased employee engagement contributes to improved patient outcomes, including decreased mortality and hospital acquired conditions as well as increased patient experience scores. Despite the plethora of literature available documenting the drivers of, barriers to, and outcomes associated with employee engagement hospitals have struggled to gain traction in increasing their scores. Many experts in employee engagement posit that this could be due to a lack of consistent conceptualization of the phenomenon. This qualitative descriptive study was conducted to understand the perceived attitudes and behaviors of the nurses who are engaged in their work from the perspective of both their peers and leaders. Sixteen total participants were interviewed utilizing a semi-structured interview guide with questions that were derived from Arnold Bakker’s evidence-based model of work engagement. Content analysis was utilized to identify themes and sub-themes from each of the participant group’s responses to each of the questions. There were minimal differences in the responses of the direct-care RNs as compared to the nurse leaders regarding their perceptions of the engaged nurse. Resulting themes were then synthesized and four overarching themes identified. Overarching themes were personal style, extra-role behavior, commitment to the patient, and leadership. Participant responses supported Bakker’s model, but highlighted the engaged nurse’s personality as a significant and widely overlooked contributor to engagement. By recognizing the personal attributes inherent to the engaged nurse hospitals may better understand the traits important to the recruitment of nurses who are more likely to be engaged in their work. Effective recruitment and retention of a highly engaged workforce will allow organizations to benefit from the extra-role work often demonstrated by the engaged nurse and realize improved patient outcomes as a result.