The purpose of this study is to examine the events and activities that
triggered strategic and large-scale changes in four community college based
Small Business Development Centers. A review of the literature in
organizational theory and community college education was used to form
an integrated conceptual scheme which could be applied to the description
and examination of the change process.
Tichy's TPC (Technical, Political, Cultural) model for managing
strategic organizational change was used to provide the conceptual
framework for conducting research and organizing data as it related to the
events and activities that triggered change in case studies at four
community college based Small Business Development Centers in Oregon.
The case studies dealt with how strategic and organizational changes were
triggered, whether they were initiated by a common set of triggering events,
and the management responses to these changes used in each of the four
community college based Small Business Development Center.
Information concerning the changes that took place was obtained
through using the TPC's in-depth diagnostic plan to analyze the events that
trigger change and their impact on the key organizational components of the
Small Business Centers. The research produced three findings related to
the events that triggered in the four SBDC's organizational changes and the
manner and means by which they were perceived, managed, and dealt with
by each of the SBDC's studied.
The three primary findings were: (a) the role played by key
individuals as responders and/or innovators of organizational change was
to a large degree dependent upon the congruence between the situation(s)
being faced and their backgrounds, personalities, and leadership
characteristics; (b) the different roles and hierarchical levels existing in an
organization significantly influenced how individuals perceived the nature,
type, properties, and characteristics of the events triggering the change
process; and (c) when there is no agreement among key organizational
decision-makers on the nature or type of change taking place, social power,
influence and/or bargaining is used in selecting the strategy used to deal
the change event. / Graduation date: 1992
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/28919 |
| Date | 31 January 1992 |
| Creators | Bombardier, Louis |
| Contributors | Lederman, Norman |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
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