<p> This dissertation describes the process by which community messaging obligates members to perform work behaviors in order to achieve full membership status&mdash;labeled here the <i>Obligation-based Culturing of Work</i> (<i>OCW</i>). The investigation supports and extends theory regarding the sources and influences of adult meaning attributions about work, and how those meaning attributions can function as a mechanism of cultural maintenance. Constant comparative analysis of 31, face-to-face interviews with members of a Lebanese-American community revealed how anticipatory work socialization emanates from sources other than organizations and is an interpretive process through which influential community members inculcate new generations with memorable messaging. Participants' reported that their community's messaging encouraged them to make sense of work in ways that invited shared mental models about the meaning of work behaviors; then, the community's messaging connected those meanings to the idealized performance of authentic cultural membership. Therefore, memorable community messages constructed cultural identity as at least partially performed in work behaviors. Analysis revealed how the seemingly mundane communication of everyday community and family life is linked to enduring patterns of meaning attributions and work behaviors. OCW supports and extends organizational communication theories like anticipatory organizational socialization, work socialization, and the meaning of work (MOW) as well as intercultural communication theories like cross-cultural adaptation, intercultural fusion, hybridity, and critical cultural transculturation. The dissertation discusses how these findings contribute to knowledge about the interrelationships among messaging about work, cultural maintenance, and community identity.</p>

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This study attempts to provide conceptual clarification around the concept of whole school development in South Africa. It does so through examining the approaches to school development of five non-government organisations in South Africa as well as the literature and research in the areas of school effectiveness, school improvement and educational change. The concept of whole school development emerged in South Africa in the 1990s. It was seen as the way to develop quality schooling where individual teacher inservice programmes traditionally offered by NGOs had failed. The literature review presents two different ways of approaching school change: namely school effectiveness and school improvement. It locates the South African concept of whole school development within the international paradigm of school improvement because it has a clear commitment to understanding the process of school change. International research suggests that there is a need for school change processes to deal with school culture and not only with changing school structures and procedure. A focus on changing culture seems to suggest an understanding of change which is normative-re-educative. School development planning is the most common strategy for school development and this study suggests that it needs to be implemented in an holistic way. These themes are conceptualised as continua. After presenting the data from the interviews, the study then maps the work of the five organisations onto these continua. Common themes which emerge are that all the organisations make use of school development planning to some extent: all organisations rely on well-skilled facilitators and all acknowledge the imperative to build the capacity of teachers within the school to lead their own development process through a school development committee. The study ends by suggesting three principles of procedure which can be used in school development. These are that school development needs to focus both on structure and culture; that an organising framework is needed to help schools prioritise the issues and that a systemic way of approaching problems is useful. Some of the challenges facing whole school development, particularly around issues of replicability. sustainability and the role of the community are explored. / Thesis (M.Ed.)-University of Natal, Pietermaritzburg, 1999.

<p> The purpose of this quantitative, non-experimental descriptive study was to examine the relationship between servant leadership and job within a multicultural hospitality organization. The theoretical foundation of the study, servant leadership, was supported by the premise that servant leaders within multicultural organizations value the job satisfaction of their employees. Thirty-nine employees completed the Organizational Leadership Assessment (OLA) survey instrument, and the data were analyzed through the utility of SPSS v. 20. The results revealed that a statistically significant relationship existed between servant leadership and job satisfaction as perceived by culturally diverse employees within a hospitality organization (<i>r</i> = 0.635; <i>p</i> &lt; 0.0005). Thus, the discovery of this new knowledge contributed to the fields of cross-cultural leadership, servant leadership, and hotel management regarding the potential utility of servant leadership principles within a multicultural hospitality organization.</p>

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This thesis studies the formation of the basic ideology of the Muh&dotbelow;ammadiyah during the period 1912--1942, analyzing in particular the fundamental aspects of its religious and social beliefs. The words and deeds of its leaders were crucial during the period in forming the Muh&dotbelow;ammadiyah's ideology, for these alone provided the basis for the movement's program. Their religious outlook reflected the movement's philosophical view of this world and the role of reason in understanding religion. This view was marked by openness, tolerance, and pluralism in dealing with other ideas, and a belief in the salutary character of change. What set the Muh&dotbelow;ammadiyah apart from other reformist groups was its insistence that the way to revive belief in and observance of Islamic injunctions was not limited to merely purifying certain aspects of religious practice ('ibadah), especially khilafiyah (controversial) matters such as takhayyul (fancy), bid`ah (innovation), and khurafah (superstition), but in pursuing social reform in line with a theology of practical action. For the Muh&dotbelow;ammadiyah, basic Islamic teachings served to encourage social responsibility; religious principles thus underlay every action.

<p> In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II &amp; Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.</p><p> In this dissertation, I answer the question &ldquo;What is the impact of going through a major organizational change on business outcomes and employee and organizational health?&rdquo; My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership&rsquo;s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.</p>

<p> This study examined the state of organization development (OD) and the possibilities for collaboration within it. Thirteen leading OD professionals were interviewed. Study findings indicated that the field of OD is struggling and needs to demonstrate its unique value. Collaboration in the field was determined to be limited and participants expressed little interest, time, and energy for initiating collaboration, although they believed collaboration could help enhance the credibility and relevance of the field. Several barriers to collaboration were identified, such as divergence in the field and "turf" issues. Several success factors for collaboration also were identified, such as having a compelling and clear purpose. Recommendations for advancing the field are offered, such as identifying the unique properties of OD that distinguish its professionals from other professionals operating in the same space. Continued research should recruit participants from across the OD field to help confirm and extend the present study's findings.</p>

<p>This study examined the relationships between affective commitment to change (desire), normative commitment to change (obligation), and continuance commitment to change (cost), as predictors of behavioral support for change. Affective commitment to change and normative commitment to change both demonstrated curvilinear relationships with behavioral support. Continuance commitment to change did not. This study also used residualized relative importance analyses, techniques for a full decomposition of the variance in nonlinear regression models. The nonlinear models accounted for more of a change in variance than did the linear regression models. The discussion section includes a scatterplot diagram intended to bridge the gap between scholars and practitioners in that the figure illustrates a range of resistant to commitment behaviors that cause organizational change initiatives to fail. The conclusion provides recommendations for researchers regarding the inclusion of a nonlinear frame when designing organizational change studies, and recommendations for practitioners regarding the damage that compliance is responsible for in organizational change initiatives. </p><p> <i>Keywords</i>: commitment to change, resistance to change, organizational change </p>