Thesis (M.Ed.)--University of Hong Kong, 1995. / Includes bibliographical references (leaves 180-187). Also available in print.

Thesis (Ph. D.)--Tufts University, 1997. / Vita. Includes bibliographical references (leaves 311-332).

The purpose of this study is to analyze and to determine some fundamental principles basic to an effective democratic organization of school teachers and administrators. In so doing, attention will be given to the need for such an organization, to the shortcomings of present organizations, and to the fundamental principles which should underlie any effective organization.

The primary purpose of this study is to develop a model community organizing plan for persons wishing to establish a grassroots citizen action organization. Existential in nature, this model will be geared toward easy and practical application, i.e. a "cookbook” approach to the process of organizing a citizen action organization. A secondary purpose of this study is to provide students and beginning community organizers with a basic theoretical and historical orientation by which to understand the field of community organization.

Atypical functional organization in the brains of adult male dyslexics was investigated through the divided visual field (DVF) paradigm. By intentional manipulation, equal levels of overall performance between groups were obtained, which made clearer interpretation of the results possible. Both dyslexic and control subjects appeared to have left hemisphere specialization for nonsense words. Dyslexics exhibited no asymmetry for face recognition indicating bilateral representation of this function in their brains, while control subjects exhibited the expected left visual field advantage. The results are considered both as group means and as frequency data. The results provide modest support tor the hypothesis that dyslexics have atypical functional organization. / Thesis / Master of Arts (MA)

<p>ABSTRACT The effects of transformational leadership on organizational financial performance were examined using mixed methods with a sequential research design. For the qualitative phase of the study, 24 participants, eight leaders and 16 followers, described their experience, thoughts, and feelings about the phenomenon of transformational leadership as it pertains to organizational learning, organizational innovation, and followers? behavior during telephone interviews. Organizational learning, organizational innovation, and followers? behavior were considered as the contributing factors of organizational financial performance. For the quantitative phase, 17 leaders and 48 of their direct followers (N = 65) completed the (MLQ-5X) short survey developed by Bass and Avolio (1995). The correlation between the contributing factors of organizational financial performance and organizational performance as measured by ROI, ROE, and EPS were examined. A psycho dimension of transformational leadership was introduced with the paradox of self-conception, self-perception, and perception. A unified approach of transformational leadership with an emergent approach of communication was proposed. The study invites leaders and followers to operate in the realm of self-awareness and the awareness of the I or me concept, which requires a persistent dynamism from both leaders and followers. This persistent dynamism requires leaders and followers to learn from their psychological environment and the psychological tension in the workplace. When leaders and followers begin to apply these recommendations, they will be more equipped to assume the leadership role and exert a more positive influence on their neighborhood, community, society, organization, country, and the World.

<p> Change and stability are critical to the sustained competitive advantage of organizations. Emerging research shows the relationship that exists between human agency and institutions, but also the inter-relationship to the dynamic of change and stability. This study examines the concepts of stability and change in regard to organizational change and institutional theory, and the influence of macro- and meso-structuring mechanisms in processes of institutional reproduction and change. Specific reference is made to institutional orientations toward stability and change as primary dimensions in the analysis of micro-level explanations that contribute to understanding adoption of new organizational practices.</p><p> This participative mixed-methods study was conducted in 12 community rehabilitation programs within New York State. It showed how both agency and institutional orientations toward stability and change are influenced through structuring mechanisms, and can be identified and discerned through patterns. The depiction of these orientations were identified by conceptual mapping and pattern matching, a research method emerging in both the change and institutional theory research. The new understandings gained regarding these agency and institutional orientations will contribute to new insights as to how micro-level actions occur and contribute to macro-institutional orientations toward stability and change. This study also supports the conclusion that macro- and meso-structuring mechanisms can become strange attractors which limit organizational potential for change, and that gaining an understanding of these attractor cages can assist organizations in mapping alternative futures.</p>

<p> Organizational agility represents a new field of organizational study that is not well examined. In the past organizations had an unmatched competitive advantage due to low competition and higher barriers to entry into their markets. As a result, many organizations dominated their industries. However, in the era of globalization, individuals with an internet connection and the right skills can start new organizations that can compete on a global level. Consequently, organizations now are facing more competition that they experienced in the past. Another reason for increase competition is new technology. Technology is improving increasingly faster than any time in history. Therefore, organizations that are not agile could not survive in the current environment. </p><p> Agile entities realize that they have to become flexible and nimble to withstand competition. Accordingly, the researcher in this study proposes an organizational agility model and this proposed model is the focus of the study. The proposed model significant arises from the fact that currently there are limited numbers of models that help organizations in becoming agile entities. The characteristics in this study were based on Worley and Lawler (2010) &ldquo;Agility and Organization Design: A Diagnostic Framework&rdquo;. The study conducted a survey utilizing an instrument developed by Dr. Worley and Dr. Lawler that contains 15 agility characteristics. The survey uses all 15 characteristics to determine if the organization is agile. In addition, the study utilizes three of the 15 agility characteristics to determent if a relationship occurs between the study variables. </p><p> This quantitative study examined the relationship between change capability, learning capability, shared leadership and organizational agility. Moreover, understanding these relationships could assist scholars and practitioners in producing change programs that emphasize certain behaviors that make an organization agile. The study surveyed 116 participants and found that focusing on change capability, learning capability and shared leadership could contribute in creating agile organizations. Consequently, after evaluating the study results, a new agility model emerged. This model shows that organizations can achieve agility by developing change capability, learning capability, shared leadership, shared purpose and flexible resources. Ultimately, achieving agility could help organizations compete and endure now and the future.</p>

<p> Health care technology workers play an increasingly important role in meeting regulatory requirements, improving patient care and containing health care costs. However, their perceptions of work and job satisfaction are lightly studied in comparison to other health care workers such as physicians or nurses. This exploratory study used heuristic inquiry to investigate the perceptions of health care technology workers with regard to their feelings of task significance, mission valence, work meaning, and job satisfaction. </p><p> Nine research participants representing three not-for-profit, secular hospital systems which were selected to have variation in geographic scope and organization size were interviewed. All participants were full-time, senior professional, non-executive, employees with a minimum of five years of experience in health care technology and three years with their current employer. </p><p> Thematic analysis revealed themes within four categories: organization culture, organization mission, interactions with clinicians and perceived contribution. These organizations have strong cultures in which staff members police the cultural norms. The inculcation to the culture includes helping health care technology workers connect to the organization&rsquo;s mission of patient care, and these employees perceive the mission to have high valence. While these employees feel that the mission of patient care is important and valuable, they have a conflicted relationship with physicians who they perceive as resistant to the adoption of new technology. Finally, health care technology workers recognized that their work tasks may not directly impact patient care; however, they felt their contribution was meaningful, in particular when they were able to contribute their unique talents. </p><p> Study conclusions and recommendations included how job rotations allowing health care technology workers to work at a care provider site provides an opportunity for health care companies to increase workers&rsquo; feelings of task significance and task identity, and therefore, job satisfaction. Contributing one&rsquo;s unique gift is perceived as meaningful, and workers seek opportunities to do so. Recognizing the importance of these workers and facilitating improved interactions between health care technology workers and physicians particularly with regard to adoption of new technology is seen as critical for ensuring effective and efficient health care delivery.</p>

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