The case study examines the process of change undergone by the McGill Institute for Learning in Retirement (McGill ILR), a volunteered organization. ILRs have emerged across North America in the past 15 years and their success is attributed to the congenial participatory learning environment and the fact that members volunteer to administer the program activities in collaboration with a host university. / Four years after it was founded, leaders sensed the need to evaluate McGill ILR's strengths and weaknesses. Under the aegis of McGill Centre for Continuing Education, a Planning Committee designed and implemented an organizational self-assessment to provide recommendations for change and ensure sustainability. / The study revealed: (a) that this community of older adults taught themselves how to respond to change effectively and (b) that the overarching characteristics of an ILR, together with a spirit of dialogue, provided an organizational structure which helped volunteers absorb change.

ABSTRACT BEST PRACTICES IN LEADING ORGANIZATIONAL CHANGE IN THE LOCAL CHURCH: A MULTI-CASE STUDY Juan Carlos Martinez Robleto, Ed.D. The Southern Baptist Theological Seminary, 2015 Chair: Shane W. Parker, Ph.D. The current study was designed to identify embedded best practices for leading organizational change in the local church ministering in an urban context. The study also sought to determine whether it was possible for the leadership in the local church to lead their congregations through successful organizational change and meaningful culture engagement without forsaking biblical and theological orthodoxy. The study validates the majority of best practices identified through the literature review and it also encountered distinctive best practices common to all three participating sites that are unique to the ministry contexts of the local church. These five distinctive best practices are: allowing doctrine and theology to inform practice, discipleship, preaching, adaptation and flexibility, and internal cultural change through transformational leadership. Chapter 1 introduces the research problem and the purpose of the research study. Chapter 2 reviews extensively the precedent literature on the subject of organizational change. This chapter emphasizes the church’s role as an organizational system and provides essential information on the area of leadership. It also focuses on John Kotter’s 8-Stage Process for leading organizational change and The Transformational Journey Method proposed by Jim Harrington, Mike Bonem, and James H. Furr. Chapter 3 provides a detailed explanation of the research methodology of the entire research study while describing the roles of the case study and content analysis approaches. Chapter 4 provides a profound and detailed analysis of the findings, and chapter 5 offers some concluding thoughts regarding the study’s contribution to the literature base as well as considerations for future research.

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by Xu Kai. / Thesis submitted in: December 1999. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 134-135). / Abstracts in English and Chinese. / ABSTRACT (English) --- p.iii / ABSTRACT (Chinese) --- p.v / ACKNOWLEDEMENT --- p.vi / LIST OF FIGURES --- p.vii / LIST OF TABLES --- p.viii / Chapter Chapter I --- Introduction --- p.1 / Chapter 1. --- Prelude --- p.1 / Chapter 2. --- The Questions of Intra- and Inter-Organizational Dynamics --- p.5 / Chapter 3. --- Hybridization: A Historical Trajectory of Chinese Advertising Industry --- p.8 / Chapter 4. --- Competition and Professionalization: Two Challenges Facing State-Owned Ad Agencies --- p.14 / Chapter 5. --- The Basic Conceptual Framework and A Chapter Outline --- p.19 / Chapter Chapter II --- "Space, Spatial Partition and Situated Practices of A State-owned Ad Agency" --- p.22 / Chapter 1. --- "Strategic Practices, Locale, and Institutional Changes" --- p.22 / Chapter 2. --- Key Concepts and Their Linkages --- p.27 / Chapter Chapter III --- Methodology --- p.40 / Chapter 1. --- Case Study and Case Selection --- p.40 / Chapter 2. --- PrQcedure of Fieldwork --- p.42 / Chapter 3. --- Data and My Identities in Data Collection --- p.46 / Chapter 4. --- Validity of My Interpretation --- p.50 / Chapter Chapter IV --- Spatial Partitioning and Routine Practices at PAC --- p.53 / Chapter 1. --- Seaside Province and Phoenix City --- p.53 / Chapter 2. --- Physical Settings of PAC --- p.57 / Chapter 3. --- Professionalization of PAC in the Front Region --- p.68 / Chapter 4. --- The Transformation of Organizational Structure --- p.71 / Chapter 5. --- Routine and Non-routine Practices in the Back Region --- p.77 / Chapter 6. --- The Mixture of Two Systems in PAC --- p.93 / Chapter Chapter V --- Patrolling the Spatial Partition in Competition --- p.97 / Chapter 1. --- Bidding as A Critical Moment --- p.98 / Chapter 2. --- PAC's Preparation for Submitting A Bid --- p.99 / Chapter 3. --- PAC's Excellent Performances in Bidding --- p.110 / Chapter 4. --- Integration of the Two Paradigms of Organizational Management --- p.112 / Chapter Chapter VI --- Conclusion and Discussion: The Hybridization in A Transitional Society --- p.116 / Chapter 1. --- Organizational Dualism and Spatial Partitioning in PAC --- p.116 / Chapter 2. --- Social Practices in A Transitional Society: A Spatial Perspective --- p.121 / Chapter 3. --- Spatial Partitioning in Local Clients and International Ad Agencies --- p.125 / Chapter 4. --- Organizational Evolution in A Transitional Society --- p.128 / APPENDIX --- p.132 / BIBLIOGRAPHY --- p.134

Thesis (MPA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: With the democratic reform in South Africa, The Constitution of 1996 and the White Paper on Transforming Public Service Delivery of 1997 made an important contribution to a new attitude amongst public servants and citizens regarding service delivery. It is said that these two documents ushered in a period of instilling an attitude of Batho Pele, namely ‘people first’, with public servants. The South African Police Service (SAPS) as a government entity, also had to comply, and having one of the most important functions of, ‘ensuring a safer and secure environment for all’, caused the SAPS to rethink the way they would manage this new attitude. Organisational Development and Change, Project and Programme Management and Service Delivery are a few of the approaches captured within the public administration and public management discipline, which refers to a theory of the most recent paradigm change in the way the public sector must be governed. A comparative perspective is given on how these approaches could have a positive impact on the SAPS and other organisations. The foundation of this study is based on the creation of a theoretical base relating to Organisational Development and Change Management, Project and Programme-based Management as well as Service Delivery in the Public Sector. This is the point of departure for the proposed Service Delivery Improvement Model that indicates the integration of these approaches within the organisation. The background and current situation regarding service delivery within the SAPS is also discussed. Data is collected through structured interviews with SAPS managers and opinion surveys, which were completed by service members. The interviews as well as the surveys were used to motivate the aim of the proposed model. The study concludes with recommendations that were made by the researcher with the completion of the research done. The necessity, importance of implementation and the marketing of project and programme-based management within the SAPS is emphasised. / AFRIKAANSE OPSOMMING: Met die demokratiese hervorming in Suid Afrika, het die Konstitusie van 1996 en die Wit Skrif van die Transformasie van Openbare Dienslewering van 1997 ‘n belangrike bydrae gemaak tot ‘n nuwe gesindheid onder openbare amptenare ten opsigte van dieslewering. Daar word genoem dat hierdie twee dokumente ‘n periode vir die inboesem van ‘n gesindheid van Batho Pele, naamlik ‘mense eerste’, by openbare amptenare aangekondig het. Die Suid Afrikaanse Polisie Diens (SAPD) as ‘n regerings entiteit, moes ook voldoen hieraan, met die inagneming van een van die belangrikste funksies, ’om ‘n veiliger en sekureerde omgewing vir almal te verseker’, is die SAPD genoodsaak om die wyse hoe hulle hierdie nuwe gesindheid gaan bestuur, te heroorweeg. Organisasie Ontwikkeling en Verandering, Projek en Program-gebaseerde Bestuur asook Dienslewering, is ‘n paar van die benaderings vervat binne die Publieke Administrasie en Openbare Bestuur dissipline, wat verwys na ‘n teorie van die mees onlangse paradigma verandering oor hoe die openbare sektor regeer moet word. ‘n Vergelykende perspektief word weergegee oor hoe hierdie benaderings ‘n positiewe impak op die SAPD en ander organisasies kan bewerkstellig. Die fondament van hierdie studie is gebaseer op die skepping van ‘n teoretiese basis met verband tot Organisasie Ontwikkeling en Verandering, Projek en Program-gebaseerde Bestuur asook Dienslewering. Hierdie word die vertrekpunt vir die voorgestelde Dienslewerings Verbeterings Model wat die intergrasie van hierdie benaderings binne die organisasie voorstel. Verder word die agtergrond en huidige situasie in die SAPD rakende dienslewering ook bespreek. Data word versamel deur middel van gestruktureerde onderhoude met SAPD bestuurders en opinie opnames wat deur lede van die diens voltooi is. Die onderhoude sowel as die opnames is gebruik om die doel van die voorgestelde model te motiveer. Die studie word afgesluit met aanbevelings wat na afleiding van die navorsing deur die navorser gemaak is. Die toepaslikheid, noodsaaklikheid van die implimentering en die bemarking van projek en program-gebaseerde bestuur binne die SAPD word veral beklemtoon.

As the economy continues to struggle in its recovery from the recent recession, higher education institutions have been hard-hit, affecting stakeholders at all levels, including boards of trustees, students, faculty, and the surrounding communities. In the middle of the turmoil and period of change are the presidents, needing to answer to board members as well as other institutional stakeholders, while still maintaining a balance of organizational consistency and change. Nearly all organizational change literature incorporates interpersonal communication as an integral component in effective change efforts; therefore, the constantly changing higher education landscape necessitates presidents who are skilled in communicative leadership, of which interpersonal skills are a cornerstone. Although all presidents need these skill sets, this study examines only a newly appointed president and one of his change-initiative teams to capture the dynamic environment surrounding new administration. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2017. / FAU Electronic Theses and Dissertations Collection

by Yip Wai Ling, William. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves [60]-[61]). / Chapter Chapter1 --- Introduction --- p.1 / Chapter 1.1. --- Background --- p.1 / Chapter 1.2. --- Objectives --- p.1 / Chapter Chapter2 --- Literature Search --- p.3 / Chapter 2.1. --- Organizational Life Cycle --- p.3 / Chapter 2.1.1. --- Evolution And Revolution As Organizations Grow --- p.3 / Chapter 2.1.2. --- Crises In a Developing Organization --- p.5 / Chapter 2.1.3. --- A Longitudinal Study of The Corporate Life Cycle --- p.9 / Chapter 2.2. --- Family Business --- p.12 / Chapter 2.2.1. --- The Problem of Institutional Overlap --- p.12 / Chapter 2.2.2. --- The Role of Founder in Creating Organizational Culture --- p.13 / Chapter Chapter3 --- Research Methodology --- p.15 / Chapter Chapter4 --- Finding and Analysis --- p.17 / Chapter 4.1. --- Birth Phase (1951 - 1961) --- p.18 / Chapter 4.1.1. --- Situation --- p.18 / Chapter 4.1.2. --- Strategy --- p.19 / Chapter 4.1.3. --- Impact of Family Business --- p.21 / Chapter 4.1.4. --- Implications --- p.22 / Chapter 4.2. --- Growth Phase (1961 -1966) --- p.23 / Chapter 4.2.1. --- Situation --- p.23 / Chapter 4.2.2. --- Strategies --- p.26 / Chapter 4.2.3. --- Impact of Family Business --- p.28 / Chapter 4.2.4. --- Implications --- p.29 / Chapter 4.3. --- Maturity Phase (1967-1971) --- p.30 / Chapter 4.3.1. --- Situation --- p.30 / Chapter 4.3.2. --- Strategy --- p.33 / Chapter 4.3.3. --- Impact of Family Business --- p.34 / Chapter 4.3.4. --- Implications --- p.37 / Chapter 4.4. --- Revival Phase (1972 - 1984) --- p.37 / Chapter 4.4.1. --- Situation --- p.37 / Chapter 4.4.2. --- Strategies --- p.44 / Chapter 4.4.3. --- Impact of Family Business --- p.46 / Chapter 4.4.4. --- Implication --- p.47 / Chapter 4.5. --- Decline Phase (1984 - ) --- p.48 / Chapter 4.5.1. --- Situation --- p.48 / Chapter 4.5.2. --- Strategy --- p.51 / Chapter 4.5.3. --- Impact of Family Business --- p.51 / Chapter 4.5.4. --- Implications --- p.51 / Chapter Chapter5 --- Implications - Managing the conflict between family business and company growth --- p.53 / Chapter Chapter6 --- Conclusion --- p.57 / References / Interview

隨著積極組織行為學 (positive organizational behaviour) 的研究趨勢，本研究通過正向心理的角度，考察轉換型領導 (transformational leadership) 對員工工作投入感 (work engagement) 的影響。本研究提出一個中介調節模型，旨在探討轉換型領導透過心理意義 (psychological meaningfulness)　的中介效果對下屬工作投入感之影響；此外本研究亦試圖探討下屬的心理資本 (psychological capital)　是否能夠調節心理意義和工作投入感之間的關聯。二百七十一名從事各種不同行業的中國人完成了網上問卷調查。研究發現：（一）領導者的轉換型領導行為有效增強下屬的工作投入感；（二）心理意義在轉換型領導與下屬工作投入感之間具有部分中介效果；（三）心理意義和工作投入感之間關聯的強度取決於下屬心理資本的水平；下屬的心理資本正向調節了整個中介過程，強化了積極的心理過程 (positive psychological process)，激發更高水平的工作投入感。這項研究關注了下屬在領導過程的角色；此外它擴大了目前領導領域的研究，涵蓋了底層的激發積極性機制(motivational process)，和有效的下屬特性，以帶出領導者對下屬工作投入感的影響。最後，本文亦討論了這研究對理論發展的貢獻，以及對應用層面於員工培訓方面的實際啟示。 / With the emerging interest in positive organizational behaviour, this study adopted a positive psychological perspective in examining the impact of transformational leadership on employee work engagement. The study proposed a moderated-mediation model with supervisor transformational leadership as an antecedent in predicting follower work engagement, psychological meaningfulness as a mediator that explains the underlying leadership process, and psychological capital (PsyCap) as a boundary condition that moderates the association between psychological meaningfulness and work engagement. Two hundred and seventy-one Chinese employees, from a diverse range of industries, completed the online questionnaire. The study found that (a) transformational leaders enhanced followers’ level of work engagement; (b) psychological meaningfulness played a partial mediating role in translating the positive impact of transformational leaders to increased follower work engagement; and (c) the strength of the link between psychological meaningfulness and work engagement depended on the level of PsyCap. PsyCap moderated the mediated leadership process such that it enhanced the positive psychological process to lead to higher levels of work engagement. The study investigated the understudied impact of followership in leadership processes. Moreover, it suggested a broader leadership framework that encompasses the underlying motivational mechanism and the effective followership characteristic in bringing out leaders’ impact on follower engagement. Theoretical implications and applied implications on employee training are discussed. / Detailed summary in vernacular field only. / Leung, Lok Chi. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 30-40). / Abstracts also in Chinese. / Abstract --- p.i / 摘要 --- p.ii / List of Tables --- p.vi / List of Figures --- p.vii / Chapter CHAPTER 1. --- INTRODUCTION --- p.1 / Work Engagement --- p.2 / Transformational Leadership --- p.3 / Association between Transformational Leadership and Follower Engagement --- p.4 / Psychological Meaningfulness as Mediator --- p.5 / Moderation by Follower Positivity --- p.7 / Psychological Capital (PsyCap) --- p.8 / Psychological Capital as Moderator --- p.9 / Chapter CHAPTER 2. --- METHOD --- p.12 / Participants and Procedure --- p.12 / Measures --- p.14 / Chapter CHAPTER 3. --- RESULTS --- p.16 / Measurement Model --- p.16 / Descriptive Statistics and Factor Correlations --- p.18 / Direct and Indirect Effect --- p.18 / Moderated Mediation Effect --- p.19 / Chapter CHAPTER 4. --- DISCUSSION --- p.22 / The Transformational Leadership Process --- p.22 / Effective Follower Attribute --- p.23 / Development of POB Literature --- p.25 / Positivity and Meaning in Chinese --- p.26 / Limitations and Future Research --- p.27 / Practical Implication --- p.28 / Concluding Remarks --- p.29 / Reference --- p.30 / Appendix --- p.41

An approach to organizations which views them as social constructions provides new insights into the phenomenon of organizational decline. In this view, organizations are seen not as objective entities, but, rather, are viewed as products of the human beings who comprise their membership. This view also sees human beings as actors whose behavior is governed not only by rationality, but also by unconscious processes. Any full understanding of organizational action requires an appreciation of the extent to which human beings are governed by the dynamics of the psyche, which operates outside of conscious awareness. An approach to organizational decline which encompasses these assumptions examines how the members of the organization consciously and! or unconsciously collaborate to create the conditions of decline. This research begins with a psychoanalytic model of human behavior, Bowen Theory, which explains how individuals function within relationship systems such as families and organizations. The theory also examines how dysfunction is created within those systems when the relationship process becomes ineffective or dysfunctional. Using the case study method, the dissertation describes how the decline experienced by three distinct organizations can be understood as a consequence of the relationship process created and sustained by the participants in each of the organization's human system. / Ph. D.

published_or_final_version / Transport Policy and Planning / Master / Master of Arts