Browsing by Subject "Succession"
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Item The Mormon Temple Lot Case : space, memory, and identity in a divided new religion(2012-05) Ouellette, Richard D.; Abzug, Robert H.Mormonism is among the most studied religious phenomena of American history. Yet little attention has been devoted to one of its most telling and, at the time, most famous chapters, the “Temple Lot Case” of 1891-1896, a legal battle over sacred space, cultural memory, group identity, and judicial intervention in religion. The suit involved three rival Mormon sects: Granville Hedrick’s Church of Christ, based in Independence, Missouri; Joseph Smith III’s Reorganized Church, based in Lamoni, Iowa; and Brigham Young’s LDS Church, based in Utah. In previous decades, the churches had forged distinct identities from one another, stemming from their divergent interpretations of Mormonism’s founding prophet, Joseph Smith Jr. (1805-1844). The “Hedrickites” lionized the teachings of Smith’s early years, the “Josephites” emphasized the moderate teachings of Smith’s middle years, and the “Brighamites” institutionalized the controversial semi-secret teachings of Smith’s final years. In 1891, the Reorganized Church filed suit in the Eighth Federal Circuit Court for possession of the Temple Lot Smith dedicated at Independence in 1831. The Hedrickites owned it, the Josephites thought they had a better claim to it, and the Brighamites sought to prevent the Josephites from obtaining it. The Reorganized Church presented evidence demonstrating it was the rightful successor of Joseph Smith’s church; the Hedrickites and Brighamites countered with evidence of their own. The case produced an array of notable witnesses, including elites from Mormonism’s founding generation, leaders from its divided second generation, and figures from Missouri’s colorful past. Newspapers from the New York Times to the Anaconda Standard followed the suit closely. The present work is the first book-length study of the Temple Lot Case. It offers one of the most in-depth treatments of a U.S. religious property suit to date. It chronicles the establishment and fragmentation of arguably America’s most successful native-born religion. It examines the contestation of an American sacred space. And it traces the differentiation of collective memory and identity among competing religious siblings.Item Succession in multi-generational family farm businesses(2012-08) Lange, Kelly Y; Johnson, Jeff; Johnson, Phillip N.; Hudson, Darren; Wang, Chenggang; Gustafson, BillFamily farms play a vital role in the production of agricultural goods and services and continue to be responsible for a vast amount of agricultural production around the world. Most farms in the United States are family owned and managed and are responsible for the majority of agricultural production. This dissertation is comprised of three individual studies which utilize a variety of methods to investigate the family farm transfer process. A qualitative study utilizing interview methods investigates how farm business structure, division of managerial responsibility, and family decision-making processes affect the transfer of farming from one generation to the next. Results indicate that the methods by which the younger generation becomes involved in farming as well as family dynamics impact farm succession. A quantitative study identifies and measures factors impacting the transfer of managerial control in family farm businesses. The results indicate that operator demographics, business planning practices, value of farm assets and inputs, and non-farm assets impact the decision to transfer managerial control to a designated successor. Finally, a hypothetical case study incorporating financial planning concepts into the farm transfer decision-making process is introduced. Retirement, estate, and succession planning issues are addressed within a question and answer format.Item Succession to school leadership: challenge and response for principals(Texas A&M University, 2004-09-30) Berry, Brenda Anne RussellBetween 1998 and 2000, seventy principals were named in the Austin Independent School District to succeed other principals. Several schools had two or more principals in that period. Not only is there an immediate cost when a principal is not successful, but there is also a cost associated with repair or replacement. Knowing what is necessary in the induction experience to make a principal succeed is critical. We have an obligation to these principals, their teachers, the taxpayers, and most of all, the students, to maximize their success. This study explored the experiences of elementary principals in the Austin Independent School District who recently succeeded other principals. Issues addressed included the principals' perceptions of their experiences and the impact of those experiences on their effectiveness. Findings will be offered as recommendations that may better inform principals who step into the succession role in the district. Questionnaires were sent to elementary principals named between 1998 and 1999 and still in those same schools in 2001-2002. Based on responses, principals were invited to participate in focus groups. Based on written responses and participation in focus groups, three principals were selected as case studies. Data revealed that succession principals had positive experiences including communication with others, establishment of procedures and routines, relationship building, and knowledge of district policies and procedures. Negative experiences included the effects of prior school leadership, challenging relationships, communication issues, and lack of support. As a result of these experiences, principals developed inner strength and powerful relationships with peers. It was recommended that support for succession principals continue beyond the induction year and include: trained mentors; time to dialogue with mentors and peer principals; quick responses to questions or requests for support; and receipt, early in the process, of critical information regarding role definition, expectations, district policies, and district procedures. Recommendations for further study included: investigating the succession experiences of secondary principals; comparing the succession experiences of principals named from within the district to those named from outside the district; and studying the relationship between the rate of principal retention and teacher retention.Item The effect of choral director succession as seen through ratings at the university interscholastic league concert and sight-reading festival(Texas Tech University, 2008-12) Evans, Andrea L.Each year music teachers across Texas leave their schools and change their leadership positions in the classroom. Grusky (1961) defines the change of leadership as succession, and regardless of when a teacher leaves, programs continue with a newly appointed director This study applies similar techniques as used in sporting league studies to evaluate choral director successions as measured by 20 years of the Texas UIL Festival. The specific purpose of this study is to determine if a change in choir director has an effect on UIL choral concert and sight-reading ratings. Data collected represented a diverse cross-section of the UIL assigned regions. A sample of regions with varied geographical locations, urban and rural school settings, differing high school classifications, socioeconomics, and ethnic populations were taken into account when selecting six of the qualifying 22 regions. High schools that remained in their regions for the past 20 years, attended the UIL choral concert and sight-reading festival and experienced some form of succession within the 20- year time frame were chosen for this study. The resulting schools chosen (N=48) included 2,824 different choirs across 20 years. Choirs included varsity (n=1,939), non-varsity (n=821) and sub-non-varsity (n=64). The voicings of the choirs included mixed (n=1,268), treble (n=1,050) and tenor-bass (n=442). Inside and outside successions were analyzed using the Chi Square “Goodness of Fit” Test to determine if the type of succession influenced the number of superior ratings. Of the superior concert ratings (N= 753), schools with only inside successions had significantly more superior ratings (511) than those with outside successions (X2 (2, 753) = 95.38 p < .0001). However, when choir voicings were considered as separate units of study, the varsity mixed choirs showed no significant differences (X2 (2, 247) = 1.32 p = .2506) between numbers of superior ratings regardless of type of succession. Sight-reading ratings were analyzed to determine if type of succession had any bearing on the number of superior ratings received. Similarly, choirs who only had inside successions had significantly more superior ratings than those with only outside successions (X2 (2, 577) = 99.82 p < .0001). When choir voicings were analyzed, as before, the varsity mixed choir was the only voicing to not show a significant difference in the number of superior ratings (X2 (2, 238) = 2.62 p = .1055). Data were analyzed using a Chi-Square “Goodness of Fit” Test to determine if a significant change in the UIL ratings existed between the previous director and the new director. Total UIL ratings for concert and sight-reading results indicate that a significant number of UIL rating changes occurred between the last year of the former director and the first year for the new director (X2 (2, 269) = 38.68 p< .0001). Ratings that changed (n= 186) were analyzed to determine if ratings improved or declined between the year of the former director and the first year of the new director. Results indicate that a significant number (n= 117 vs. 69) of UIL concert ratings declined (X2 (2,95) 11.26 p= .0008) and that there was no significant difference in the rating change for sight-reading (X2 (2, 95) = 2.06 p= .1512). A separate Chi-Square “Goodness of Fit” Test was administered to determine if there was a change in UIL ratings the year the new director arrived (year of succession). Results indicate that a significant number of rating changes occurred between the year of succession and the second year after succession (X2 (2, 196) = 58.42 p< .0001). Ratings that changed (n=152) were analyzed to determine if ratings improved or declined between the year of succession and the subsequent year. Data indicates that the number of UIL scores that increased (n=108) was significant (X2 (2, 152) = 26.12 p < .0001). Results suggest that a significant number of concert ratings (n=52) improved between the year of succession and the year following (X2 (2, 81) = 14.42 p= .0001). Results also indicated that a significant number of sight-reading ratings (n=56) improved between the year of succession and the following year (X2 (2, 81) = 11.12 p = .0009). Results are discussed in terms of importance of this information for choral educators as well as implications for future research.