WWW.THESES.XLIBX.INFO
FREE ELECTRONIC LIBRARY - Theses, dissertations, documentation
 
<< HOME
CONTACTS



Pages:     | 1 |   ...   | 95 | 96 || 98 | 99 |   ...   | 156 |

«VOLUM E 1 1, N UM B E R 1 I S SN 2 1 6 8 - 0 6 1 2 F L ASH DR I V E I S SN 1 9 4 1 - 9 5 8 9 ON L I N E T h e In s t it ut e f o r Bu s i n e s s an ...»

-- [ Page 97 ] --

Lin, C. Y. C., and J.J. Zeng, (2013) “The elasticity of demand for gasoline in China,” Energy Policy, Vol 59, p. 189~197 Medlock Ⅲ, K. B. and R. Soligo, (2002) “Car ownership and economic development with forecasts to 2015,” Journal of Transport Economics and Policy, Vol 36, p. 163~188.

Ramsey, J., R. Rasche, and B. Allen, (1975) “An Analysis of the private and commercial demand for gsoline.” The Review of Economics and Statistics, 57, p. 502~507.

Stock, J. H., and Wright, J. H. (2000) “GMM With Weak Identification." Econometrica, Vol 68, p. 1055– 1096.

GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 441 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1

–  –  –

Universities are facing dramatic changes in their environment, affecting their strategic competitive positions and organizational effectiveness. High education is a big business, but business approach to strategic planning and organizational development in a university environment is still rarely used. Change management and organizational interventions are among best corporate practices in addressing external and internal strategic and organizational needs. Is it possible effectively using adapted corporate approaches for strategy-driven organizational development in universities? What are factual and perceived key problems and what are key success factors? What are result's logic, time-frame, and expected benefits?

This critical research study is based on 128 structured interviews, followed by open-question interviews and employees’ anonymous evaluations in five comprehensive organizational development projects in one university. The projects are focused on clusters of centralized business and financial services at a statesupported mid-size northwest university. This study is highlighting a successfully adapted model and a structured implementation framework for organizational development in a specific university environment.

The purpose of the study is to help understanding and sharing challenges and practitioners’ experience answering the overarching question: How to make organizational development project in university work?

JEL: L22, M19 KEYWORDS: Organizational Development, University Environment, Change Management, Strategic Planning, Organizational Interventions, Business Development, Results Logic, Implementation Framework

INTRODUCTION

High education becomes a big and global business, with growing competitive pressures from the gamechanging factors. Competitive battles are emerging on the high education diversified markets, increasing needs for strategy-driven organizational development (OD). However, business approach and criteria in planning and implementing strategic and organizational changes in a university environment are still rarely used. Change management and organizational interventions are theoretically well founded, and OD techniques are already being used widely in business corporations. Addressing changes in universities is still on a mostly theoretical level, analyzing “Why?” and “What?” issues, but with very few studies focused on the generic question: How to make organizational development project in university work? In the last decade, there is an effort among a growing number of universities to address strategic and operational business challenges in a more effective way. Despite an academic and tradition based culture and driving forces, more and more universities are trying to find ways to overcome typically “glacial” approach in comparison to fast and substantial changes in the business world. The search for new OD approach and practices in high education is primarily conducted in universities with advanced Human Resources Management (HRM) capacities and functions. Accordingly, research questions emerged.

GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 442 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 What are best corporate practices in addressing external and internal strategic and organizational needs and challenges? Is it possible to use adapted corporate models and business approach for strategic-driven organizational development in universities? What are factual and perceived key problems and what are key success factors? Are there adapted models and a structured framework for organization development in universities? What are result's logic and expected benefits? Those are issues and challenges that are receiving increasing attention from both practitioners and researchers – and this is the topic of this paper.

Relatively little is known about universities using organizational development in a comprehensive way, for strategy-driven changes. There is very few published research of specific attempts to adapt corporate techniques for university. Rare OD case studies (Torroco, 2005) are helping gaining initial insights into practical initiation and implementation problems. In practice, simply visiting universities’ web sites across the country, the primary conclusion is that organizational development is still mostly reduced to the professional training program and coordinating external consulting services. This is especially case analyzing mid-size public and state-supported universities. However, in the last several years, there is growing number of universities assigning a more strategic role to their Human Resources departments. The approach is focused on adding OD as an advanced HRM function (for example, Rutgers University, 2012).





It is easier to state this as a strategic intention then implementing an effective change. The purpose of this qualitative case study, combined with collected empiric data, is to indicate factors that contributed to OD project's initiations, implementations, and results logic. The presented OD model is developed adapting the theoretical foundation and proven corporate practices, aligned with the specific setting and influential factors in university environment. The paper is focused on providing the OD model overview and highlighting the practical implementation framework that may be adapted for use in other university environments for effective organizational development projects and interventions.

LITERATURE REVIEW

The organization development (OD) is an applied behavioral discipline. This is OD’s theoretical foundation. Professional implementation of OD may simply be described as a methodology or technique used to affect change in an organization or section of an organization, with the overall goal of improving the organization’s effectiveness. OD evolved through few strong research and practice waves (1950-ties, seventies, 1990-ties, and in the last decade). OD focus changed by time, but the main driving force remained: an economic environment where the goal was to improve business efficiency and management.

Behavioral science knowledge and practices (as a foundation of applied OD), incorporate concepts such as leadership, group dynamics and teamwork, work design and approaches such as strategy, organization design and international relations (Cummings and Worley, 1997). Since OD has a multifaceted structure, and a reach applied history in the corporate world, there are myriad of theoretical references. However, there is no consensus of an overarching definition of OD. A literature review on the topic “organizational development in universities," reveals emphases on generic approaches, reflecting on theoretical foundations and implementation in the corporate environment (Scott, 2013). The related subtopics (organizational change, change management, organizational effectiveness, etc.) in university environment are also not significantly addressed by researchers so far. Some relatively recent studies are addressing the OD models in high education (Ashraf, 2011).

The case studies analyzing OD and change in university are very rare. Torraco (2005) and his team analyzed OD implementations in five universities, in various phases of building OD capacities and practices. Among universities with advanced OD positioning and published reports is Center for Organizational Development and Leadership in Rutgers University (2012). The literature on applied OD and change approach in the business world is a long list of books addressing OD principles, practices, perspectives, processes, and performances (for example, Johns, 2014, McLean, 2005). In the recent years, OD pays much more attention to the larger environment in which the business operates and aims at helping businesses accomplish their strategic objectives. Some researchers and practitioners were focused on applied OD as a part of an GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 443 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 advanced Human Resource (HR) Management, publishing handbooks for strategic HR and best practices in OD (Vogelsang, 2012, Cheung-Judge, 2011). In addition, many consulting companies published their own practitioners’ guides for OD. Among topics related to OD, there are also many books focused on leadership and leading change (Kotter, 1996), leadership teams and team building, as well as achieving “organizational health” (Lencioni, 2012).

In summary, there are numerous research reports and books about OD theoretical aspects, and books and case studies about applied OD practices in the corporate world. OD in high education has very few research and case studies of OD models and implementation practices in university environment. This critical research study is addressing a series of OD projects, however, limited to only one university’s OD experience, but may be a good reference for further research and applied practices.

METHODOLOGY

The objective of OD is to improve the organization’s capacity to handle internal and external functioning and relationship, improving group dynamics, organization's structure, and effective and collaborative management of organizational culture. Accordingly, the methodology used in related OD projects and in this research study is aligned with the purpose and objective of OD concept and expected results. The OD projects were initiated in one Northwestern university, in the part that has the functions closest to the standard business practices. Five OD projects were focused on clusters of centralized business and financial services at this state-supported mid-size university. In initiating and conducting those complex OD projects, the goal was to reach higher results than with previous OD attempts, this time using and adapting proven best practices from corporate environment. This critical research study is based on 128 structured interviews, followed by open-questions interviews and employees’ anonymous evaluations in five comprehensive organizational development projects. The study is an overview of an adapted OD model, highlighting implementation framework for OD projects in a specific university environment.

Following its strategic plan, the university leadership decided actively addressing the critical elements of the overall organizational effectiveness in business, financial and other services supporting the core function – education. In 2013, Human Resources (HR) department was reorganized and staffed to accept the strategic role as a strategic driving force and functional center for Organizational Development and Professional Development in this university. In comparison to some OD activities performed in previous years with mostly external support (consulting, experts), this time OD was based on a full-time internal capacity, providing in-house expertise and continuous support for OD projects. The OD projects are

initiated and implemented in the following phases and steps:

Phase I: General Preparation Activities

1- Introducing OD to the university leadership team (vice presidents, provost, deans, directors).

Through tailored presentations, meetings, and brief workshops, led by HR department and an assistant director for OD, OD methods and techniques were introduced to the university's top officials.

2- The university leadership team, based on strategic goals and various performance analyses, suggested which organizational units should be priorities for organizational comprehensive assessments and adequate organizational interventions.

3- The next step was a “buy-in” process involving the management team in chosen organizational unit. Meetings and presentations were focused on initial assessments, and explaining characteristics and dynamics of OD projects’ framework, process, specific goals, roles, and implementation steps, expected change management challenges and OD benefits, as well as a project’s suggested timeline.

GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 444 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 Phase II: OD Project Realization Steps 4- In-depth presentation to all managers and supervisors, open to all unit’s employees, explaining OD needs and assessments process, OD interventions planning, implementation steps, expected results, benefits, and especially transparent reviews and reports, with feedback and follow-up mechanism.

5- All employees in the unit are informed about planned project and related steps and schedules.

6- Structured one-on-one interviews, confidential, followed by open questions individual sessions.

7- After all interviews’ results are systemized and analyzed, all employees are invited to the project presentation. The unit’s core management team received just a brief summary prior the presentation.

8- After the presentation of project’s finding suggested OD interventions and an initial action plan, employees were invited to form an OD Team. This team did not have top managers in it, and it was empowered to contribute to the project related overall coordination and communication.

Phase III: OD Continuous Support, Feedback, and Follow-up.

9- After the anonymous project evaluation from all employees, the ownership of the OD project is transferred to the organizational unit’s OD team, with continuous monitoring and support from OD specialist, including team-building activities, OD-specific problem-solving assistance, etc.



Pages:     | 1 |   ...   | 95 | 96 || 98 | 99 |   ...   | 156 |


Similar works:

«Owner’s Manual RECORD IMPORTANT INFORMATION In addition to this manual, your Malibu Owner’s Packet contains instructions, warranties and other important information from component manufacturers. Read these materials carefully since improper registration, operation and maintenance can void the warranty and jeopardize the safety of you and others. Fill in the information below and keep a copy of it in a safe place. Hull HIN _ Ignition Key # _ Registration # _ Date Purchased Dealer/Phone...»

«Information Gap Tasks: Their Multiple Roles and Contributions to Interaction Research Methodology1 Shannon Sauro, Hyun-Sook Kang, Teresa Pica University of Pennsylvania This article describes how information gap tasks can be designed as instruments for data collection and analysis and as treatments in interaction research. It shows how to develop such tasks and presents data on their role in drawing learners’ attention to L2 forms that are difficult to notice through classroom discussion...»

«Appeals Convenor Environmental Protection Act 1986 REPORT TO THE MINISTER FOR ENVIRONMENT APPEALS IN OBJECTION TO CONTENTS OF AND RECOMMENDATIONS IN REPORT OF THE ENVIRONMENTAL PROTECTION AUTHORITY POINT GREY MARINA, SHIRE OF MURRAY EPA REPORT 1420 PROPONENT: POINT GREY DEVELOPMENT COMPANY PTY LTD Appeal numbers 107 to 126 of 2011 May 2012 Port Grey Marina – EPA Report 1420 Appeals Convenor’s Report Point Grey Development Company Pty Ltd May 2012 TABLE OF CONTENTS INTRODUCTION BACKGROUND...»

«Our Culture, Our Resistance, Volume Two Race, Gender, Class Structure of the Global Elite and World Capitalism by Kapila Let's put one lie to rest for all time: the lie that men are oppressed, too, by sexism the lie that there can be such thing as 'men liberation' groups. Oppression is something that one group ofpeople commits against another group specifically because ofa 'threatening' characteristic shared by the latter group skin color or sex or age etc. The oppressors are indeed fucked up...»

«NATIONAL ACADEMY OF SCIENCES OF THE UNITED STATES OF AMERICA BIOGRAPHICAL MEMOIRS VOLUME XXIII THIRD MEMOIR BIOGRAPHICAL MEMOIR OF DAYTON CLARENCE MILLER 1866-1941 BY HARVEY FLETCHER PRESENTED TO THE ACADEMY AT THE AUTUMN MEETING 1943 v;3Mife^^Si DAYTON CLARENCE MILLER 1866-1941 BY HARVEY FLETCHER When Dayton C. Miller entered upon the scientific scene around 1890 the opinion of at least one prominent scientific figure was that further progress in physics would be limited to the fourth decimal...»

«Lowell_2p_C01.j.qxd 9/18/06 3:00 PM Page 1 PART ONE Fidelity: Past, AL Present, and Future RI TE MA D TE GH RI PY CO Lowell_2p_C01.j.qxd 9/18/06 3:00 PM Page 2 Lowell_2p_C01.j.qxd 9/18/06 3:00 PM Page 3 ONE Fidelity Past, Present, and Future F idelity is the world’s largest mutual fund company, bar none. With more than $1.1 trillion in mutual fund assets and more than 19 million shareholders, Fidelity Investments has long ruled the mutual fund industry. In fact, you could say that Fidelity...»

«Yearbook for German-American Studies 40 (2005): 3-26 Frank Baron German Republicans and Radicals in the Struggle for a Slave-Free Kansas: Charles F. Kob and August Bondi Although they were mostly Democrats prior to 1850, the Germans broke party lines in the decade before the Civil War and played a prominent part in the formation of the Republican party....They vigorously fought the extension of slavery into new territories... John F. Kennedy, A Nation of Immigrants1 Kansas was a violent...»

«Dinámica poblacional UNA (MUY) BREVE INTRODUCCIÓN A LA ACTIVIDAD CIENTÍFICA Aprendemos de nuestros errores (Karl R. Popper 1962. Conjeturas y refutaciones) Dinámica poblacional • El objetivo de la ciencia es acumular información sobre cómo funciona la Naturaleza: – ¿Predecir y controlar? – ¿Describir y explicar? (Comprender) • Factores • Mecanismos • Se pretende aprender reglas básicas de planificación y análisis de experimentos. Taper, M.L. & S.R. Lele 2004. The nature...»

«Team-Based Collaboration in Model-Based Design Saurabh Mahapatra1 and Jason Ghidella2 MathWorks, Natick, MA, 01760 and Gavin Walker3 MathWorks Ltd, Cambridge, UK, CB4 0HH In this paper, a new tool is introduced that enables team-based collaboration in Model-Based Design. The use of this tool enhances the engineer’s productivity by maintaining primary focus on the design tasks, encourages the adoption of configuration management tools through the abstraction of complex file and source control...»

«ABSTRACT Title of Thesis: STUDENT PERCEPTIONS OF SCHOOL COUNSELOR ROLES AND FUNCTIONS Laura A. Kuhn, Master of Arts, 2004 Thesis Directed By: Director of Counselor Education, Dr. Courtland Lee, Counseling and Personnel Services The Education Trust, a non-profit organization that works towards the high achievement for all students, emphasizes the importance of five transformed school counselor roles: leader, advocate, collaborator, counselor and coordinator, and data utilizer. This study...»

«CAYUSE JUNIOR RODEO ASSOCIATION BY-LAWS & RULES Revised March 2012 TABLE OF CONTENTS BY-LAWS Preface Article I-Name Article II-Purpose Article III-Membership Article IV-Officers and Board of Directors Article V-Elections Article VI-Membership Meetings Article VII-Disbandment Article VIII-Amendments CAYUSE JR RODEO ASSOC. RODEO RULES Rodeo Production Rodeo Secretary and Rodeo Office Point System Events Jackpot Payoff Entry Fees Judges and Judging Rough Stock Events Re-rides Barriers Field...»

«CALIFORNIA HIGH-SPEED TRAIN PROJECT EIR/EIS LOS ANGELES-TO-SAN DIEGO SECTION DRAFT SCOPING REPORT Media Coverage Appendix E U.S. Department of Transportation Federal Railroad Administration Media Coverage, Public Scoping Meetings Los Angeles to San Diego via the Inland Empire October 10 – November 3, 2009 Media Date Time Headline San Diego News Network October 10, 2009 Lindberg station is on track within new high-speed rail plan North County Times October 10, 2009 Bullet train’s proposed...»





 
<<  HOME   |    CONTACTS
2016 www.theses.xlibx.info - Theses, dissertations, documentation

Materials of this site are available for review, all rights belong to their respective owners.
If you do not agree with the fact that your material is placed on this site, please, email us, we will within 1-2 business days delete him.