Using qualitative methodology and a case study format, this study examines from the inside-out the organizational impact of significant change in leadership at a mature community college during the initial period of that change. The study describes and characterizes the nature of change in the organization during the periods of significant leadership transition, and examines the conceptual links between the new leadership team and the external and internal forces of change impacting the college during that time.
The researcher has endeavored to pull significant events, actions, and circumstances of the new top leadership team in the college selected for study through a specific theoretical framework to find links of relationship and connection. That framework defines organizational change as a coalition of interests and a network of activities within a moving structure impacted by a combination of past events, pushes arising from the environment, and pulls from dominant coalitions. / Graduation date: 1998
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/33726 |
| Date | 11 November 1997 |
| Creators | Reed, Cheryl J. |
| Contributors | Parnell, Dale |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
Page generated in 0.0356 seconds