Thesis (Ph. D.)--University of Wisconsin--Madison, 1970. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (M.A.)--Ohio State University, 1952. / Available online via OhioLINK's ETD Center

<p> The purpose of this project was to develop a comprehensive manual for volunteer managers of Associated Students, at California State University, Long Beach. The volunteer manual will serve as a supplement to the Associated Students volunteer policy. The volunteer manual will also enable staff of Associated Students to efficiently and effectively work with student volunteers. In regard to volunteer staff, the volunteer manual could be utilized by any department within Associated Students. This project informs readers of the importance of recruitment, training, and retention of volunteers. </p>

Thesis (Ed. D.)--Illinois State University, 1970. / Title from title page screen, viewed Sept. 7, 2004. Dissertation Committee: J.H. McGrath (chair), Clayton F. Thomas, Eugene D. Fitzpatrick, Valjean M. Cashen. Includes bibliographical references (leaves 153-159) and abstract. Also available in print.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1970. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (PH.D.) -- Syracuse University, 2006 / "Publication number AAT 3251808."

<p> Within the past few decades, university-industry research centers have been developed in large numbers and emphasized as a valuable policy tool for innovation. Yet little is known about the heterogeneity of organizational structure within these centers, which has implications regarding policy for and management of these centers. This dissertation focuses on organizational structure heterogeneity and how it varies with characteristics of the research and development (R&amp;D) performed in university-industry research centers using a framework based on prior research in organization theory, economics of innovation studies, and strategic and knowledge management. This is addressed through 10 case studies of National Science Foundation (NSF) university-industry research centers in two research fields which are expected to vary along the examined characteristics of the research &ndash; seven centers in nanotechnology and three centers in information, communications, and computing (ICC).</p><p> Prior research has demonstrated that radical R&amp;D - that is R&amp;D that is divergent from existing practice - requires organizational forms with greater hierarchy and with more codified rules and procedures (e.g., for data use, knowledge dissemination) to ensure coordination and control among diverse actors (e.g., scientists and engineers with different backgrounds and training) when compared to incremental R&amp;D, or R&amp;D that is reliant on existing practice. The predominance of cooperative research centers engage in R&amp;D aimed at radical scientific and technical innovation and bring together diverse actors from industry, academia, and government labs for coordinated problem solving. However, there is still much to learn about organizational heterogeneity in organizations engaged in radical R&amp;D. Therefore the purposive sample of university-industry research centers addressed in this dissertation help to further theoretical understanding of organizational diversity across R&amp;D organizations. For R&amp;D management practice and policy, the dissertation findings support that university-industry research centers can or should use differing organizational structures depending on the characteristics of the R&amp;D conducted by the center. </p><p> Specifically, the findings of this dissertation arrive at four organizational structure approaches for R&amp;D managers working in university-industry cooperative research centers. </p><p> 1. Centers are more likely to be organized with an increased number of hierarchical levels, or increased vertical differentiation, and increased codification of rules and procedures, or increased formalization, when conducting research that cannot be readily replicated without prior hands-on experience, or R&amp;D characterized as having high tacitness, and when conducting research that does not draw on a commonly agreed core of knowledge and prior research, or R&amp;D characterized as having low cumulativeness. </p><p> 2. Centers are more likely to be organized with increased vertical differentiation, increased formalization, and increased concentration of decision-making, i.e., centralization, when engaging in R&amp;D projects that are planned to be dependent on the inputs or outputs of other R&amp;D projects conducted simultaneously, or R&amp;D characterized as having high interdependence. </p><p> 3. Centers are more likely to be organized with increased structural complexity &ndash; i.e., a combination of increased number of hierarchical levels, increased role specialization of center participants, or increased number and/or distance of separate locations - when conducting R&amp;D designed to involve researchers from a number of different research fields, or R&amp;D characterized as having high R&amp;D complexity. </p><p> 4. Centers are more likely to be organized with increased vertical differentiation and increased centralization when conducting research that is intended to be restricted from unauthorized use, or R&amp;D characterized as having high appropriability. With high appropriability, centers are also more likely to experience goal conflicts among the center actors (e.g., industry and faculty researchers). </p><p> Because in management science, practice and theory are closely linked, some of these recommendations also suggest theoretical propositions to address in future research on cooperative research centers and comparable R&amp;D organizations.</p>

<p> Biomedical PhD education is a large and increasingly interdisciplinary segment of higher education. The primarily laboratory-based research training is commonly distributed to a range of administrative units within and outside the research-intensive universities. This organizational fragmentation represents a significant challenge to coordination, oversight, and quality development. The University of Pennsylvania was one of the first institutions to establish a centralized, umbrella-type biomedical graduate program to address these organizational challenges. The thirty-year-old program has been highly successful and is regarded as a model for other institutions. In order to learn from the program's path to success, this research investigated the inner dynamics and leadership actions related to the development of Biomedical Graduate Studies (BGS) at the University of Pennsylvania. The retrospective instrumental case study explored the process from the period prior to the establishment of the program in 1984 until its current configuration in 2014. Data were collected through semi-structured interviews with 18 people representing different time periods and leadership positions in the history of the program, as well as archival material. The data were analyzed to establish the chronology of events and to identify the main themes and leadership actions of the change process. The presented case was subsequently analyzed in light of established theory on organizational change and leadership orientations in higher education. This analysis demonstrated that the change was a multi-dimensional process and could be explained by several theoretical frameworks. There were elements of planning and decisive management, organizational learning, political bargaining, adaptation to environmental factors, and attention to culture and symbolism. The process involved a transformation that empowered the junior faculty, promoted collegiality, and improved the quality of recruitment, student satisfaction, and scientific outcomes. Centralization of student recruitment and funding, detaching the graduate education from the department structure, and collaborative leadership stood out as primary factors for success. This case study may serve as a guideline for other institutions that aim to develop centralized biomedical graduate programs. It also represents a reference for further research in the field of biomedical education management.</p>

<p> Although the major responsibility for community college governance falls to presidents and administrators, researchers have recognized the integral role of faculty in governing higher education institutions. Few studies, however, have explored the effectiveness of contributions of faculty elected to community college academic senates. The purpose of this research was to investigate the background traits and leadership skills of elected academic senate presidents in order to identify both their perceptions of themselves as leaders and the perceptions of other faculty senate members. This study was based in the theory of transformational leadership in organizations and its impact on the effectiveness of organizations. The research question for this quantitative study focused on the extent to which the elected academic senate presidents' background and leadership traits affect the performance of faculty senates. The Multifactor Leadership Questionnaire (Form 5X; MLQ 5X) and supplemental demographic data were used with faculty at the 112 community colleges in a western state to measure the relationship between leadership behavior and organizational effectiveness. Data were analyzed using Pearson's correlation and <i>z</i> and <i> t</i> tests. Results indicated that there is a significant relationship between senate presidents who were transformational leaders and more effective in leading faculty senates. The implications for social change include informing community college faculty senates and their presidents about effective leadership styles and skills and providing resources to improve faculty governance. The anticipated results are improved college governance, enhanced college service to their communities, and enriched education for their students.</p>

Thesis (Ed.D.)--Teachers College, Columbia University, 1995. / Includes tables. Typescript; issued also on microfilm. Sponsor: Jeannette Fleischner. Dissertation Committee: Frank L. Smith, Jr. Includes bibliographical references (leaves 183-189).