Browsing by Subject "Organizational change"
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Item A framework for propagating measures of performance throughout organizations using object-oriented technology(Texas Tech University, 1997-05) Marquis, Gerald P.The merging of Business Process Reengineering (BPR) with Object-Oriented Technology (OOT) has been substantively advanced by many authors [Carr and Johansson, 1995; Jacobson et al., 1995; Taylor, 1990, 1995; Yourdon, 1994]. BPR is defined as "The fundamental rethinking and radical redesign of business processes to bring about dramatic improvements in performance" [Hammer and Stanton, 1995, p. 3]. These business processes will most often span across multiple business functions. A business process is "a set of linked activities that take an input, transform it, and create an output" [Carr and Johansson, 1995, p. 9] while a business function refers to the fragmented simple, repetitive steps that are carried out by single departments within the organization [Hammer and Champy, 1993]. This makes it very difficult for the traditional information systems (IS), that were developed to support business functions, to also support a newly developed business process. Object-oriented technology (OOT) is becoming the paradigm of choice to support business process reengineering due to its flexibility and reusability.Item A naturalistic enquiry into the interaction of change and organizational culture in an elementary school(Texas Tech University, 1990-05) Keller, Mary Margaret MooreThis is a qualitative inquiry into the relationship between organizational culture and change. The case study was conducted at an innovative elementary school from August 1988 through June 1989. The underlying assumption is that the drive to renew an organization must begin with the needs and values of membership. The reciprocal interchange between the organization's culture and change process results in dynamic and perhaps unpredicted outcomes. This look at innovation and culture yielded lessons about the internal tensions and forces which emerge during a change process. Insights into the relationship between school culture and change were drawn from the consideration of the real-life perspectives of people. These nine patterns, or themes, which came from the qualitative data, are: • expectation • power-sharing • leadership • shared purpose • pride • success and rewards • trust and caring • school climate • change receptivity. This inquiry postulates that a culture's frame of reference has three components: expressiveness, receptiveness, and context assigning. The holistic interaction between culture and change is classified in this study as the process of redefining, reshaping, or re-establishing equilibrium. An outgrowth of this inquiry is an argument that such powerful and personal issues as change and culture open an avenue for consideration of ethical concerns.Item Administrators' and teachers' perceptions of planned change(Texas Tech University, 1989-05) Baker, Kathleen A.The purpose of this study was to investigate how planned change was perceived by administrators and teachers in nine West Texas school districts. A comprehensive review of the literature was made and ten factors most cited as essential to change projects were selected. The ten factors were: clear district goals, community involvement, organizational structure, process of change, personnel readiness, change agent, staff development, adequate support materials, and district renewal. The ten factors were used to develop two, forty item Likert scale surveys for administrators and teachers on planned change and its application to the microcomputer. Surveys were mailed to administrators and teachers in selected West Texas school districts. Survey return rates were 73 percent for administrators and 64 percent for teachers. Survey reliability, as measured by the Cronbach coefficient alpha, was .90 for administrators and .76 for teachers. The administrator mean was 2.78 on the four-point Likert scale; the teacher mean was lower, 2.56.Item An extended object-oriented modeling method for business process reengineering(Texas Tech University, 1999-05) Nakatani, KazuoExisting Business Process Reengineering (BPR)methodologies rely on modeling approaches. Due to high risks involved in BPR, an organization needs a modeling method that efficiently supports a BPR project. The dissertation has identified a problem in BPR as the lack of an efficient modeling method to support a BPR project under the concept of business process change management. The dissertation proposes a modeling method that utilizes the object-oriented (00) concepts to resolve this problem. A unified research methodology has been used to develop the modeling method. The dissertation first presents a conceptual model as a theoretical basis on which the proposed modeling method has been developed. While developing the conceptual model, the desired behavior of a BPR modeling method has been determined. Then, three types of knowledge required to produce the behavior have been specified. The first type of knowledge contains kinds of information about a business process that should be captured in a model. The second type of knowledge specifies BPR project activities that should be carried out during a BPR project. The last type of knowledge contains which information about a business process is relevant to each BPR project activity. The dissertation then presents an extended 00 modeling method that has been developed based on the above conceptual model. The method consists of three main parts: (a) a modeling framework, (b) steps of the modeling method, and (c) information collection templates and information presentation formats. The proposed method has been compared whh three existing methods to evaluate its comprehensiveness. Three expert committee members have evaluated the four methods for the comparative analysis. The comparative analysis has showed that the proposed method is more comprehensive than the three benchmark methods in four areas: (a) ability to capture more information about a business process, (b) abilhy to support more BPR activhies, (c) ability to support particular BPR activhies in more detail, and (d) ability to provide more information about a business process for a specific analytical action.Item Effects of human needs, group influence, and management style on change-related behavioral intentions in information systems(Texas Tech University, 1986-08) Mann, Gary JNot availableItem The effects of interests and institutional influences on organizational adoptions over time and across practices(2006) Chng, Han Ming Daniel; Haunschild, Pamela R.; Davis-Blake, AlisonThe purpose of my dissertation is to examine the effects of interests and carriers of institutional influences on the adoption of three organizational practices that have become varyingly diffused and socially accepted over time. Drawing on theories of agency, power, social networks, and institutions, I argue that the effects of actors’ interests and carriers of institutional influences on adoption will be moderated by evolving degrees of social acceptance of a practice. This is because as social acceptance for a practice changes over time, it will not only influence actors’ interests and their ability to enact them but also determine the effectiveness of different carriers of social influences, and consequently, determine how these factors will affect adoption. For actors’ interests, I examine the effects of managerial power, managerial incentives, and institutional shareholders’ influence on adoption over time. For carriers of institutional influences, I examine the effects of social ties and prestigious endorsement on adoption over time. To test my hypotheses, I examine the adoptions of tender offer takeovers, poison pill takeover defenses, and executive stock option repricing using separate samples of companies listed on the Fortune 500 Largest U.S. Industrials (F500) between 1980 and 2004. I collect longitudinal data and conduct event history analysis to test my hypotheses. The results of this study offer some support for changing effects of actors’ interests and carriers of institutional influences on adoption as the degree of social acceptance for a practice evolves. In sum, this study provides a more nuanced understanding of the relative roles of interests and institutional influences on adoption as the social environment changes.Item Evidence-Based Policing: Reducing Crime and Disorder with Informed Strategy(Law Enforcement Management Institute of Texas (LEMIT), 2017) Smith, BobbyPolice leaders all over the world are charged with identifying and effectively addressing crime and disorder problems so that the quality of life for constituents is maximized. If leaders are to realize success, they should look to the latest scientific research to determine what activities produce the best outcomes and then implement effective strategies. These strategies include hot spots policing with a strong problem-oriented and community-oriented policing component. If implemented correctly, the leader will realize positive outcomes such as a reduction in crime and disorder, as well as an increase in perceived police legitimacy. Additionally, evidence-based strategies increase efficiency, and this is particularly important in an environment where resources are scarce. There are some potential impediments such as police organizational culture and the resistance to change, but with the right implementation strategy, success is attainable. Police leaders should also realize that the displacement of crime and disorder to other sections of the community is generally not backed by research and so this issue should not be considered when implementing hot spots policing strategies (Weisburd et al., 2010). Properly implemented evidence-based policing strategies will reduce crime, improve police legitimacy, and increase efficiency in the use of resources, all without displacing crime to other locations in the community.Item Opening of the black box: the administrative strategies beneath principal-agent theory(Texas Tech University, 2001-08) Ellers, Steven LThis study examines how agency heads execute organizational change within the context of principal-agent theory. Previous studies, B. Dan Wood (1990), in this area have been examinations of changes in agency output. However, the actual activity of the agency, i.e., the "black box", has not been addressed or accounted for in previous analyses. This research presents a conceptual framework whereby the managerial actions and strategies employed to effect the desired changes can be determined. The agency examined in this study is the Equal Employment Opportunity Commission. Previous research (Wood, 1990) reported evidence that suggested principal-agent activity was in play in the agency. The central question examined is: how do agency executives effect changes desired by the principals? To answer the question, this research extends previous principal-agent based studies because it employs a dual method of examining managerial techniques and strategies, heretofore not examined. To investigate the management techniques employed by the agency, the goals, roles, interpersonal relations, and procedures—collectively known as the GRIP Model—were employed. Congruent with the GRIP model, a complimentary model designed to explicate the strategies employed by management was also adopted. The CARL—capacity, accessibility, readiness, and leverage—model is largely the planning strategy involved, at all levels, for achieving desired outcomes. This eight-part typology sufficiently captures the four commonly recognized domains of management techniques and four strategies customarily occurring during any period of organizational change. The research shows differences in the management style and strategies employed by Elanor Holmes Norton and Clarence Thomas to respond to the demands of their respective principals during their tenure at the Equal Employment Opportunity Commission. The Norton administration employed a strong top-down management style and was shown to set aside internal strategic methodologies to accomplish their tasking by the Carter administration. In contrast, the Thomas administration analysis demonstrated a more bottom-up managerial style with stronger strategic management tactics employed than shown for the Norton era. The major contribution of this research is to put forth a felicitous methodology with which to explicate actual management behavior within an agency or organization.Item Organization taxonomy: searching for performance while solving the problems of polythetic classification(Texas Tech University, 1996-05) Mandel, Stanley W.The lack of a comprehensive organizational classification system limits research design by calling into question the adequacy of sampling frames and therefore the generalizability of empirical results. Following the precepts of earlier organizational taxonomists (McKelvey, 1982; Miller & Friesen, 1984), this dissertation used rigorous taxonomic methods to demonstrate that developing polythetic organizational classification is possible and the results are useful. The purpose of this dissertation was to see if:(a) the use of rigorous taxonomic methods (narrow sample of organizations and broad array of variables) is an appropriate method to discover organizational differences; (b) the results of taxonomy distinguish between populations with respect to the relationship between the internal systems of variables and performance; and (c) general taxonomic results are different, more descriptive, and broader in predictability than those from special purpose typological approaches. Survey data from Texas apparel manufacturers used five pre-existing scales and other indicants to measure concepts such as performance, reasons for business ownership, management functions, negotiating, strategic posture, products, organizational characteristics, and individual demographics. Clustering algorithms were used to determine the natural number of populations within the data and population membership. Regression analysis was used to determine the system of internal organizational variables that relate to performance. Results indicated that four populations existed within the sample data — lifestyle firms, artisan firms, organic firms, and mechanistic firms. These populations follow characteristics of polythetic classification and are relatively stable.Item Organizational transformation, effects on performance: a quasi-experimental field study(Texas Tech University, 1997-05) Farias, Gerard FrederickThis is a longitudinal research study of organizational transformation and its effects on organizational performance at ABC Company using a quasi-experimental design m a naturalistic field-setting. ABC is a multi-billion dollar, multi-international consumer products company whose corporate office and U.S. facilities are primarily in the Mid-Western part of the U.S.A. To maintain profitability and competitiveness in the fixture, organizational transformation efforts were initiated in all of the U.S. based manufacturing worksites of ABC Company. These change efforts focused on transforming the worksites from fairly traditional organizations to High Performance Learning Organizations (HPLO). Sites A and L, which are the focus of this research study, were the last two worksites of the division to design and implement a major organizational transformation. The HPLO design draws on Open Systems Theory which takes a holistic and integrated view of organizations and argues that the "interdependence" and "fit" among the organizational design features or action-levers are crucial for improved organizational effectiveness. Based on these HPLO design principles, a reduced organizational assessment model is developed and examined in this field study. The study utilizes a rare combination of several types of quantitative and qualitative data sources. The quantitative data consists of financial performance indicators, behavioral performance measures and employees' beliefs and perceptions about their quality of work life. The financial performance indicators include time-series data on labor productivity, product quality and capacity utilization. Behavioral performance measures include time-series data on employee turnover and employee safety. Most of the performance time series data is for 54 continuous months and involves time periods "before," "during" and "after" the change effort. The quality of work life indicators, are drawn from two matched employee surveys administered about thirteen months apart. The qualitative data consists of detailed design documents, access to key informants (internal and external) and employee interviews conducted at one of the worksites. The time-series data are graphed and analyzed utilizing a time-series regression procedure. The employee's quality of worklife measures are analyzed utilizing a matched pairwise t-test method. Twenty-one hypotheses, focusing on 'within" site organizational performance improvements over time (before, during and after) as well as differences "across" the two worksites, are tested. Except for improvements in product quality, twenty of the hypotheses were not supported. One of the major reasons for the lack of support of the hypotheses was high performance levels of both worksites prior to the change efforts. Seemingly, there was little room for improvement. These results are discussed and analyzed m great depth considering all the different types of data (both quantitative and qualitative) and possible reasons for these mixed results are suggested. The rich data set, the quasi-experimental research design, the naturalistic field setting, and the utilization of "experimental" and "comparison" sites makes this unique study an important contribution to the very limited empirical literature on organizational transformation, organizational design and organizational change. However, a within company" study of this kind raises the issue of generalizability of the results across other organizations. Future research potential arising from this study are identified and discussed.Item Post-Fordist innovation in Chilean firms and workers' experience(2003-12) Ramos Zincke, Claudio Jorge; Roberts, Bryan R., 1939-; Sullivan, Teresa A.Item Structural & social integration : help or hindrance to bottom-up innovation?(2008-05) Hendron, Michael Greg, 1971-; Davis-Blake, Alison; Haunschild, Pamela R.This dissertation investigates factors that influence efforts by lower-level employees to initiate organizational change and innovation from the bottom up. Specifically, I attempt to reconcile competing theories regarding the effects of structural and social integration on individual innovation efforts. One theoretical view posits that integration provides information, ideas, and motivation necessary for innovation. An alternative view is that integration constrains individuals and routines, and thereby hinders innovation efforts. Drawing on both theoretical perspectives, I predict the effects of distinct types of structural integration (e.g., centralization, cross-unit integration, boundary spanning) and social integration determinants (e.g., geographic dispersion, decision process involvement, workplace network size) on the likelihood of individual innovation efforts among lower-level employees. I also consider the effects of interactions of social and structural integration with individual characteristics (i.e., personality, and experience) on innovation efforts. I test these predictions using survey data collected from interns and supervisors in the context of MBA and undergraduate internships. Analyses demonstrate that several aspects of structural integration do influence the levels of individual innovation efforts. For example, centralization and boundary spanning levels of the work unit have inverse U-shapedItem Systems dynamics and empowerment in career science teachers: a narrative theory(Texas Tech University, 2004-05) Hobbs, Mary ETeacher empowerment plays an important and underlying role in the day-to-day conduct of schooling. Existing research has failed to give much insight in regard to what empowerment means to individual teachers, how these meanings are constructed, what events change these meanings, and whether teachers can retain a sense of empowerment in die context of changes and events that occur within and beyond the school setting. This study focused on how fifteen career science teachers' perceptions of their empowerment, as defined by the six elements presented by Short (1992, pp. 9-14) which include decision-making, professional growth, status, self-efficacy, autonomy, and impact, have changed as a result of key events during their careers. Empowerment was chronicled through the telling of teacher stories or events in combination with a systems thinking strategy—the construction of behavior-over-time graphs. The study found six contexts for the development of empowerment. Those included: Preparation for Instruction, Student Success, Involvement in Decision-making, Teaching Context, Collegial Relationships Within the School, and Collegial Relationships Outside the School. The study also confirmed the roles and identified the relationships of the six dimensions of empowerment as identified by Short. Although complex, nonlinear and subject to the causal loops of systems dynamics, the dimensions did, nevertheless, appear and mature in an identifiable sequence. Autonomy appeared early as a naive sense of choice and evolved over time into a mature sense of responsible decision-making. Autonomy is the most complex and abstract of the dimensions, and most nearly mirrored empowerment itself. Decision-making had the most immediate effect on teacher empowerment as the events associated with changes in teaching context and the decisions that caused those changes caused graphs to plummet. A sense of autonomy gave "heart" to the process, allowing teachers to persist through trying circumstances. Professional growth provided the "mind." As teachers obtained more knowledge their feelings of self-efficacy increased, they were more likely to be involved in and confident in decision-making, and they increased in status and had more impact. Professional growth, self-efficacy, autonomy, and impact were associated with and grew from positive and empowering experiences and events. Two models emerged. One identifies the two simultaneous processes of empowerment: The personal empowerment process includes self-efficacy and status. The organizational empowerment process includes autonomy, decision-making and impact. Both processes occur simultaneously although individual teacher stories may emphasize one over the other. The second model shows empowerment as a cycle with three stages of empowerment: The Initiating Phase, The Increasing Phase, and the Sustaining Phase. Although all the dimensions are present during all stages, they become increasingly complex and sophisticated, and reach maturity during the third phase. Teachers in the study indicated theft need to be respected for their ability to act responsibly and make good decisions. The teachers exhibited remarkable resiliency in maintaining theft overall sense of empowerment with professional development providing support for the growth process.Item Validation of change management concepts by nurse managers and educators: baccalaureate curricular implications(Texas Tech University, 1997-12) Menix, Kristi D.The problem addressed in this descriptive study was to compare the change management concepts validated by nurse educators in baccalaureate nursing programs with those concepts validated by baccalaureate prepared nurse managers in mid-level management positions in healthcare delivery environments. The purposes of this study were to: (1) propose an expanded conceptual framework for change management for utilization by nurse educators and nurse managers; (2) describe how new concepts of change management could be integrated into baccalaureate curricula: and (3) describe way's that could be used to assess the degree of congruency between nurse educators' and nurse managers' perceptions of how nurses should be prepared for change management roles. The research questions were: (1) What concepts that compose change management content are: (a) found in the literature of nursing, business, and higher education and (b) considered relevant for inclusion in the subject matter of nursing change management curricula?; and (2) What similarities and differences exist from comparisons of two sets of change management concepts validated by expert nurse educators and expert nurse managers? Purposes were met by using the Delphi method. Eight nurse educator and eight nurse manager experts, representing four geographic regions of the United States, agreed to participate in the study after meeting study selection criteria. In the first round, experts completed separate instruments containing 49 and 51 items, respectively. Items, containing change management concepts, originated from: a)content analysis of change management chapters from nurse management textbooks: b) a review of nursing, business, and higher education literature; and c) revisions from the pilot study. A content validity index (CVI) of .83 was the goal set for achieving content validity of instruments and items. At the completion of round two, the managers' instrument CVI was .97: the educators' instrument CVI was .96. Only one item on the managers' instrument and four items on the educators' instrument had CVIs of less than .83. The instruments were considered valid instruments. Comparisons made of similarities and differences in concept items, validated by managers and educators, found major similarities. Some item content differences existed. Both groups had added change concept items unique to the individual group's instrument. The manager group tended to be less absolute than the educator group as evidenced by the managers' suggested use of "may" and "could'" for some items.