Dissertation (Ph.D.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references.

<p> In recent years, the growing impact of social entrepreneurship in the world has caught the attention of governments and other organizations which are interested in fostering innovation. There is tremendous interest in developing programs to promote social entrepreneurship through the identification and training of social entrepreneurs. A core element of these activities is leadership development, which is common in the private business sector but less prevalent in the nonprofit sector due to limited internal resources. For this reason, philanthropic foundations play an important role in empowering social entrepreneurs through external leadership development programs. </p><p> In order for a foundation to achieve its target outcome, it is important to understand the design principles of a leadership development program. Elements of the program design should be aligned with the objectives. To date, there has been scant research about leadership development programs for social entrepreneurs. One of the least understood aspects is the selection process through which social entrepreneurs are identified and evaluated. While implicit leadership theories are widely applied in corporate leadership development, their application to the social entrepreneurship field and the influence which they have on the selection process have not been investigated. Addressing these questions is critical because the selection process reflects a key step in human capital investment by philanthropic foundations.</p><p> In this work, I evaluate the selection process of the Ashoka Fellows program, one of the top leadership development programs for social entrepreneurs in the world. The specific goals of the project are to determine key factors of the selection process, to identify the underlying assumptions behind these factors, and to establish a conceptual framework in order to understand the selection process. By achieving these aims, I seek to create a framework to analyze the mental model which defines the selection process of the Ashoka Fellows program, and to evaluate if this model is consistent with the mission of the program. </p><p> In conclusion, the knowledge gained through this investigation is expected to lead to a broader understanding of the leadership concepts which guide the selection process of the Ashoka Fellows program. The analysis will guide learning designers to improve leadership development programs by providing a conceptual framework to connect participant selection with intended outcomes, and offer a new perspective on talent identification and management in the social entrepreneurship field.</p>

Do school principals use basic time-management practices as recommended in the literature, that are designed to help them focus on important tasks? Or do they allow the unrelenting pace of the job to dictate how they use their time? A systematic random sample of 400 United States principals representing the 27,000 members of the National Association of Elementary School Principals (NAESP) participated in this research project. Relationships between the frequency of use of the six categories of time- management practices (TMP)(contact practices, delegation practices, practices for managing meetings, interruptions, and establishing priorities) and eight (8) independent variables were examined. The independent variables were the principals' work- management styles, their degree of flexibility in using these five work-management styles, the complexity of their schools, their school types (public vs. private), their school levels (elementary vs. middle), their years of experience, gender, and the amount of training in time management they received. The principals with schools that housed some combination of grades PreK - 12, and who were members of NAESP were sent a 61-item survey. The overall analysis was a series of multiple regression equations with the dependent variables being the frequency of use of six categories of time-management practices and their total time-management practice (TMP) score. Training accounted for 4% of the variance in the total TMP scores and was the only independent variable that predicted the frequency of use of the six categories of time management. In the descriptive data, it was found that principals were more likely to use the Hopper Style (61.5%) of managing work than the other four work-management styles [Allergic to Details (20%), Perfectionist Plus (12.5%), Cliff Hangers (3%), and Fence Sitters (2.3%)] due to the nature of the job of being a principal. Flexibility was required in using all five work-management styles. Previous studies (Campbell & Williamson, 1991; Huffstutter & Smith, 1989; Hughes, 1989; Kmetz & Willower, 1991; Weldy, 1974), and this study support the need for principals to use those time-management practices that would reduce time wasters and help them have time to spend on important tasks. Principals used basic time-management practices for managing meetings (M=3.94, SD= .54), establishing priorities (M=3.92, SD= .81), and delegating (M=3.71, SD= .68). However, they continue to need training in some aspects of handling interruptions (M=3.19, SD= .63), scheduling contacts (M=3.08, SD=.61), and managing paperwork (M=3.05, SD=.57). / Ed. D.

Orientador: Márcia de Paula Leite / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Educação / Made available in DSpace on 2018-08-26T08:05:10Z (GMT). No. of bitstreams: 1 Costa_SuelenKobayashi_M.pdf: 1449086 bytes, checksum: af2a73a9f4fd6ac3f8d8543dd6c561c4 (MD5) Previous issue date: 2014 / Resumo: Este trabalho tem como objetivo analisar o "modelo de competências" adotado por uma fábrica de papel do município de Três Lagoas - MS, como instrumento de qualificação profissional para seus trabalhadores e também analisar o processo de produção da mesma fábrica, com base nos avanços tecnológicos, na nova organização do trabalho e nas novas técnicas de produção empregadas nos países desenvolvidos nos anos de 1970 e no Brasil a partir dos anos de 1990. Para este estudo, tomou-se como ponto de partida o referencial do materialismo histórico dialético e como aspecto metodológico a perspectiva crítico-dialética. Como estratégia de pesquisa foi utilizada o estudo de caso. O caso investigado foi o processo de produção e os programas de qualificação profissional de uma fábrica de papel do município de Três Lagoas ¿ MS. Os procedimentos de pesquisa adotados foram: a observação do processo de fabricação do papel e entrevistas semi-estruturadas com os gerentes de produção e de recursos humanos e com alguns trabalhadores (as). Depois das referidas análises verificou-se que para todos os trabalhadores da fábrica, sejam os da produção ou os da gerência, são necessárias algumas competências. A habilidade responsabilidade foi uma das mais mencionadas pelos trabalhadores da fábrica de papel quando indagados sobre quais as principais competências necessárias para desempenhar bem sua função. Quanto mais o trabalhador sobe de função, mais a responsabilidade e a pressão aumentam. Constatou-se que os trabalhadores (as) que saíam da sua função para receber treinamentos para uma futura promoção eram aqueles que tinham bons resultados nas avaliações realizadas pelos gestores. A maior exigência de qualificação foi evidenciada na fábrica. Praticamente 100% dos trabalhadores da produção possuem curso técnico na área em que atuam. Um aspecto importantíssimo é que em sua grande maioria as mulheres não estão desempenhando a mesma função que os homens. Na produção, elas estão presentes na área de acabamento, onde o trabalho é totalmente sem conteúdo e nos laboratórios químicos e físicos, onde o trabalho demanda certo cuidado, por conta da manipulação de vidrarias. Também foi observada a presença praticamente massiva de homens ocupando os cargos de liderança. Os representantes sindicais da fábrica investigada são trabalhadores que estão a favor do capital e não do trabalho, visto que, os representantes são designados pela própria gerência da fábrica. Desse modo, concluímos que o "modelo de competência", ferramenta utilizada pela fábrica investigada para qualificar e avaliar seus trabalhadores faz parte de um tipo de gestão empresarial designada por Vincent de Gaulejac como gestão gerencialista. Esse novo modelo de gestão está vinculado ao processo de reestruturação do mundo do trabalho e foi observado primeiramente nas multinacionais / Abstract: This paper aims to analyze the "competency model" adopted by a paper mill in Três Lagoas - MS as a tool for professional training for their employees and also analyze the production process of the same factory, based on technological advances in the new organization of work and new production techniques employed in developed in the 1970s and in Brazil from the 1990s to study this country, we took as starting point the framework of dialectical and historical materialism as an aspect methodological perspective the critical-dialectical. As a research strategy, the case study was used. The case was investigated the production process and professional qualification programs of a paper mill in the municipality of Três Lagoas - MS. The research procedures were adopted: the observation of the paper manufacturing and semi-structured interviews with production managers and human resources and some workers (the) interview process. After these analyzes it was found that for all factory workers, are the production or management, some skills are required. Responsibility ability was one of the most mentioned by the workers of the paper mill when asked about what the core competencies needed to perform its function well. The more the work function rises more responsibility and pressure increase. It was found that the workers (as) that came from his function to receive training for a future promotion were those who had good results in the assessments by managers. The biggest qualification requirement was evidenced in the factory. Virtually 100% of production workers have technical course in the area in which they operate. An important aspect is that mostly women are not performing the same function than men. In production, they are present in the finishing area where the work is totally content and chemical and physical laboratories, where labor demand some caution, due to the manipulation of glassware. Practically massive presence of men occupying leadership positions was also observed. Union representatives are investigated factory workers who are in favor of capital and not of labor, since the representatives are appointed by own factory management. Thus, we conclude that the "competency model", a tool used by the factory investigated to qualify and evaluate your employees is one of a kind business management designated by Vincent Gaulejac as managerialist management. This new management model is linked to the restructuring of the working world and was first observed in multinationals / Mestrado / Ciencias Sociais na Educação / Mestra em Educação

O objetivo do presente estudo de caso é descrever como o “método de administrar" do MST, decorrente da racionalização realizada por seus integrantes sobre a problemática da produção no campo, gera condições humanitárias de trabalho, de produção, de trocas comerciais e de relações sociais. O estudo tem como unidade de levantamento e análise a gestão do trabalho e o processo decisório realizados no Assentamento Dom Tomás Balduíno e tem, como fontes de evidências, seus empreendimentos coletivos produtivos e de benefícios comunitários. Esse estudo constatou que o MST desenvolveu um “método" próprio, que se diferencia dos estudos tradicionalmente desenvolvidos pela área de conhecimentos da Administração, por pressupor que é possível transformar uma sociedade predominantemente capitalista em outra em que prevaleçam valores humanitários. Esse “método" envolve a organização funcional descentralizada de todo o Movimento, suportado pelo reforço educacional, capacitação técnica e prática nos valores humanitários, articulando a organização coletiva da produção com a atuação política dos participantes. O estudo verificou que as condições humanitárias e solidárias de vida conquistadas pelos trabalhadores em Dom Tomás resultam da interação entre assentados e militantes, estes responsáveis por introduzir no grupo a aplicação do “método de administrar". Assim, crianças recebem educação e adultos passam a desenvolver visão crítica, a partir de reflexões teóricas e práticas, inclusive nos princípios cooperativistas. Como trabalhadores, ensaiam seus primeiros passos na autogestão de seus empreendimentos. As famílias começam a consolidar a integração de sua comunidade em função de uma visão de futuro semelhante. Constroem em mutirão equipamentos comunitários de aprendizado e de lazer, realizam o embelezamento das áreas onde vivem, desenvolvem atividades culturais e, principalmente, saem de uma situação de exclusão social para a de inclusão, inclusive, em sua dimensão política. / The objective of this case study is to describe how MST´s “management method" generates humanitarian conditions of work, of production, of exchange and social relations. This "method" is result from the rationalization developed by its members about the countryside’s production problematic. The study uses as unit of survey and analysis the work management and the decision-making process made in the Dom Tomás Balduíno Settlement and it has, as sources of evidences, its productive and collective enterprises and communitarian benefits’ enterprises. This study evidenced that the MST developed a unique "method", that differs from traditional studies developed by the Administration’s knowledge’s field, basically because it presumes the possibility of transforming one predominantly capitalist society into another one, where humanitarian values prevail. This "method" involves the decentralized functional organization for all the Movement, supported by educational reinforcement and practical technique qualification over humanitarian values, uniting the organization of collective production with the participants’ political actions. This study verified that the humanitarian and solidary conditions of life, conquered by the workers in Dom Tomás, are the result of interaction between settled and movement activists, these responsible for introducing in the group the application of the "management method". Thus, children receive education and adults start to develop critical views, starting with theoretical and practical reflections, also over co-operative principles. As workers, they assay their first steps into self management of enterprises. The families start to consolidate the integration of their communities based on a similar vision of future. They construct collectively learning and leisure community facilities, carry through terrain embellishment, develop cultural activities and, most important, they get out of a situation of exclusion to social inclusion, even, on political dimension.

The thesis set out in this submission is drawn from six of the candidate’s publications, based in turn on empirical findings from four research studies of adult social care in England spanning the period 1992 2006. As a body of work, it interrogates the validity of Lipsky’s (1980) conclusions about the origins and nature of ‘streetlevel bureaucracy’ in the wake of subsequent welfare restructuring. The earlier studies pay particular attention to the impact of managerialisation on frontline assessment practice amongst adult social work teams following implementation of the 1990 National Health Service and Community Care Act. Later studies tackle a further challenge to Lipsky’s thesis of street-level bureaucracy, that is, the potential for a change in the nature of the exchange relationship between street-level bureaucrat and client in the light of the insertion of service user involvement, empowerment and rights into governance arrangements after 1990, including adult social care. The candidate argues that the ethnomethodological approach adopted in three out of the four studies has yielded rich data on frontline practice of a type screened out by much contemporaneous research on the impact of social care reforms. Taken together with the span of the research studies over some fifteen years, this has supported not only a detailed analysis of the relationship between the micropolitics of assessment practice and key features of the differing environments within which they occur but also their articulation with changing modes of welfare governance. Discourse analysis of interview findings from the remaining study has permitted insights into the way social workers integrate thinking about human and social rights into their everyday assessment practice. The candidate summarises her threefold contribution to the literature in a taxonomy derived from the research findings which serves, firstly, to articulate the relationship between core dimensions of the policy and practice environment and the differing forms of frontline discretion to emerge after 1990; secondly, to explore the impact of user empowerment and rights on the distribution of resources; and, thirdly, to evaluate the continuing relevance of ‘streetlevel’ bureaucracy for understanding frontline social work practice. She concludes by sketching out possible future directions for her work.

Effective and efficient operations management is the cornerstone of any company's success. Presently, because of cost-cutting pressures, all investors look out for companies' operations before making any investment commitment. The South African Government (through the Department of Public Enterprises), as an owner and investor in Eskom, is looking at optimising operational excellence within state-owned enterprises like Eskom. Eskom is presently experiencing problems with increased electricity consumption which it cannot meet due to the limited plant capacity it presently has. These challenges are forcing Eskom to be more efficient and effective in management of the present plant assets (like Matimba Power Station) it presently operates. Matimba Power Station has consistently shown improvement in the areas of plant, financial and operations performance over the last three years. It is presently the standard bearer for the whole Eskom in terms of plant and operational performance. Asset management (through maintenance and management thereof), especially preventative management with in a power utility like Eskom, is a critical factor because supply (generation of electricity) has to meet demand (consumption of electricity) instantaneously as electricity cannot be saved. The planning, scheduling and execution of maintenance (through a work management process) to ensure success of business operations are very critical. An Eskom document titled Routine Work Management Manual emphasised the criticality of preventative management and included a six-step process of work management within the power generation business. The Japanese success in ensuring that operations costs are limited by implementing total productive maintenance (which includes work management) is suggested in the study as a way to go for operational success at Matimba Power Station. Many of the research studies done at Eskom in regard to maintenance were based on and confined to a sampling population of senior staff members like managers, engineers and supervisors. Experience has shown that progress of implementing change (whether in systems or structures) is slow if there was no proactive involvement of all participants and stakeholders, especially employees at lower levels involved in operations. A work management process, which is one of the pillars of total productive maintenance, was recently implemented at Matimba and is currently experiencing teething problems which are being attended to. Employee involvement in making sure of the success of work management is critical. The study investigates the implementation of work management from the employees' perspective in order to address problems for possible full implementation of total productive maintenance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

Effective and efficient operations management is the cornerstone of any company's success. Presently, because of cost-cutting pressures, all investors look out for companies' operations before making any investment commitment. The South African Government (through the Department of Public Enterprises), as an owner and investor in Eskom, is looking at optimising operational excellence within state-owned enterprises like Eskom. Eskom is presently experiencing problems with increased electricity consumption which it cannot meet due to the limited plant capacity it presently has. These challenges are forcing Eskom to be more efficient and effective in management of the present plant assets (like Matimba Power Station) it presently operates. Matimba Power Station has consistently shown improvement in the areas of plant, financial and operations performance over the last three years. It is presently the standard bearer for the whole Eskom in terms of plant and operational performance. Asset management (through maintenance and management thereof), especially preventative management with in a power utility like Eskom, is a critical factor because supply (generation of electricity) has to meet demand (consumption of electricity) instantaneously as electricity cannot be saved. The planning, scheduling and execution of maintenance (through a work management process) to ensure success of business operations are very critical. An Eskom document titled Routine Work Management Manual emphasised the criticality of preventative management and included a six-step process of work management within the power generation business. The Japanese success in ensuring that operations costs are limited by implementing total productive maintenance (which includes work management) is suggested in the study as a way to go for operational success at Matimba Power Station. Many of the research studies done at Eskom in regard to maintenance were based on and confined to a sampling population of senior staff members like managers, engineers and supervisors. Experience has shown that progress of implementing change (whether in systems or structures) is slow if there was no proactive involvement of all participants and stakeholders, especially employees at lower levels involved in operations. A work management process, which is one of the pillars of total productive maintenance, was recently implemented at Matimba and is currently experiencing teething problems which are being attended to. Employee involvement in making sure of the success of work management is critical. The study investigates the implementation of work management from the employees' perspective in order to address problems for possible full implementation of total productive maintenance. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

O objetivo do presente estudo de caso é descrever como o “método de administrar” do MST, decorrente da racionalização realizada por seus integrantes sobre a problemática da produção no campo, gera condições humanitárias de trabalho, de produção, de trocas comerciais e de relações sociais. O estudo tem como unidade de levantamento e análise a gestão do trabalho e o processo decisório realizados no Assentamento Dom Tomás Balduíno e tem, como fontes de evidências, seus empreendimentos coletivos produtivos e de benefícios comunitários. Esse estudo constatou que o MST desenvolveu um “método” próprio, que se diferencia dos estudos tradicionalmente desenvolvidos pela área de conhecimentos da Administração, por pressupor que é possível transformar uma sociedade predominantemente capitalista em outra em que prevaleçam valores humanitários. Esse “método” envolve a organização funcional descentralizada de todo o Movimento, suportado pelo reforço educacional, capacitação técnica e prática nos valores humanitários, articulando a organização coletiva da produção com a atuação política dos participantes. O estudo verificou que as condições humanitárias e solidárias de vida conquistadas pelos trabalhadores em Dom Tomás resultam da interação entre assentados e militantes, estes responsáveis por introduzir no grupo a aplicação do “método de administrar”. Assim, crianças recebem educação e adultos passam a desenvolver visão crítica, a partir de reflexões teóricas e práticas, inclusive nos princípios cooperativistas. Como trabalhadores, ensaiam seus primeiros passos na autogestão de seus empreendimentos. As famílias começam a consolidar a integração de sua comunidade em função de uma visão de futuro semelhante. Constroem em mutirão equipamentos comunitários de aprendizado e de lazer, realizam o embelezamento das áreas onde vivem, desenvolvem atividades culturais e, principalmente, saem de uma situação de exclusão social para a de inclusão, inclusive, em sua dimensão política. / The objective of this case study is to describe how MST´s “management method” generates humanitarian conditions of work, of production, of exchange and social relations. This "method" is result from the rationalization developed by its members about the countryside’s production problematic. The study uses as unit of survey and analysis the work management and the decision-making process made in the Dom Tomás Balduíno Settlement and it has, as sources of evidences, its productive and collective enterprises and communitarian benefits’ enterprises. This study evidenced that the MST developed a unique "method", that differs from traditional studies developed by the Administration’s knowledge’s field, basically because it presumes the possibility of transforming one predominantly capitalist society into another one, where humanitarian values prevail. This "method" involves the decentralized functional organization for all the Movement, supported by educational reinforcement and practical technique qualification over humanitarian values, uniting the organization of collective production with the participants’ political actions. This study verified that the humanitarian and solidary conditions of life, conquered by the workers in Dom Tomás, are the result of interaction between settled and movement activists, these responsible for introducing in the group the application of the "management method". Thus, children receive education and adults start to develop critical views, starting with theoretical and practical reflections, also over co-operative principles. As workers, they assay their first steps into self management of enterprises. The families start to consolidate the integration of their communities based on a similar vision of future. They construct collectively learning and leisure community facilities, carry through terrain embellishment, develop cultural activities and, most important, they get out of a situation of exclusion to social inclusion, even, on political dimension.

The aim of this thesis was to, through the thematic analysis, explore which factors influence management of creative workers and how they affect management and organization of the creative firm - CGI studio Wil Film. In conclusion, this thesis has found out that main factors are: rapid growth and transformation of the firm into more permanent form, power of informal organizations and creative work itself. In respons to the negative effects of these factors on creative workers, management established a new postion of HR manager who is carrying out several practices to reduce the negative effects. Training, personal and professional development and retention practices helped to balance Wil Film and positively contributed to firms prosperity. These practices are in contrast with literarture that assumes that HR practices make no sense in the creative industries.