- 2015-03-09 (x)
- Industrial marketing (x)
- 2008-07 (x)
- Search results
Search results
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Show moreDuring recent history, too many nonprofit organizations of higher education have become well known due to highly publicized cases of wrongdoing, which has contributed to the decline in confidence from the public. Contemporaneously, the for-profit corporate sector grappled with the ramifications of catastrophic failures. In response to these combined crises there has been a movement for greater accountability and responsibility from the public upon the governing boards of the organizations because the primary responsibility for these organizations vests with the board. This renewed interest has inspired this study to further understand how board members describe how they enact their responsibilities effectively. In this study data were obtained from twelve trustees from five organizations of higher education through phenomenological interviews. The data indicate that board members who consider themselves effective are actively participating through the board committee sub-structure, and they are motivated by a strong emotion and sustained by a commitment to the organization. Further, the members recognize the importance of understanding the organization along with their roles and responsibilities while balancing their power with the power of the internal officers, particularly the chief executive officer.
Doctorate of Management Programs
Show less
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Cleveland Play House Collection, Kelvin Smith Library
Show moreThe term "capacity building" has caught on quickly within the nonprofit sector, specifically with Nongovernmental Organizations (NGOs). In fact, many funding organizations, agencies and foundations are now requesting that their partners engage in capacity building activities. How then, do we determine which organizations have the capacity to adhere to their mission statements and to deliver their services in a sustained fashion? This is an important question for two reasons. First, it asks us to identify the factors which lead to capacity, and second, it suggests that capacity building is a continuous process. This study proposes a relational process of building an organization's future. It supports a greater appreciation and awareness of the importance of building multi-organizational and global capacities. The relational capacity building framework introduces definitions, insights and guidelines that help the organization create capacity at different levels as well as define core capabilities. This framework allows organizations to see where they are today and establish a vision for tomorrow. It helps them to clerly understand their directions, views, values and capabilities to create a learning environment for capacity building at the same time they are actively involved in creating their future. In so doing, it offeres both utility and value for NGOs, donor organizations, governmental agencies, researchers and policy makers. While predominately donor driven, capacity building cannot be understood by only considering a Northern NGO (NNGO) or donor's perspective. The issue is driven by the interdependency between NNGOs and Southern NGOs (SNGOs). This study will conser both perspectives and was created from an in-depth analysis of four NNGOs, and data from a thorought literature review and meta-ethnography of six SNGOs. The Global Excellence in Management Initiative (GEM) organization worked with the researcher in the proposal stage to help identify the key research questions and other primary and secondary sources of information. GEM is a university-based program of learning and education that works in partnership with U.S. Private Voluntary Organizations (PVOs) and international NGOs (INGOs) to conduct capacity building programs. The study answers specific questions from multiple perspectives: What is capacity? What is capacity building? What is organziational capacity, multi-organizational capacity and global capacity? what are the core capabilities that allow for capacity at each level? The nature of the design was a multi-method qualitative study, combining a formal synthesis of selected published studies with original field investigation. The field study used an organizational development process known as appreciative inquiry in the design of the interview protocols, collection of data and preparation and analysis of cases. Appreciative inquiry is a method which attempts to discover "the best of what is" in any organizational/human system. Over 100 interviews were completed with thirty-two participants -- scholars, policy makers and practitioners in the field, primarily from Christian Relief World Resource Committee (CRWRC), the Center for Development and Population Activities (CEDPA), Counterpart International and Pact -- to discover and understand the ways in which these orgranizations and their partners build capacity. These same research questions were used in a meta-ethnography (interpretive synthesis) of six published studies involving SNGOs. It is important to note that this project was not intended as purely theoretical work. Instead, it is the intention of the researcher to offer a contribution which is both practical and actionable. The study concludes with the development of the framework and a discussion of capacity building as a relational process for organizaing and creating an organization's future.
Doctorate of Management Programs
Show less
Show moreWith departments of human resource (HR) struggling over the past ten years to establish an equal strategic role with operating managers and other functional specialties, there is ongoing debate regarding the strategic alignment and practical impact of human resource management (HRM) practices. A manageable domain for studying the impact of HR in supporting organization strategy is that of formal career system (CS) programs. Investments in CS programs are made with the expectation that there will be a return in the form of internally developed and strategically deployed managerial talent. However, do these systems actually influence internal labor market decisions, such as managers’ filling of vacancies? Beyond the direct costs associated with CS programs, are the indirect costs of poorly conceived or poorly implemented programs, including loss of valued employees due to lack of career advancement opportunities and inappropriately promoted managers failing in new roles. The question that this study seeks to answer is whether or not the substantial investment in CS practices, which most large firms undertake, provides a reasonable return on investment. The return will be measured by the extent to which the firm can develop and source key managerial vacancies through the use of internal labor markets. Another important indicator of impact will be the extent to which managers believe that the practices contribute to their career progression. A qualitative research study is proposed to explore the relationship between the corporate strategic-planning process and decisions regarding implementation of CS practices, and then to evaluate the linkage of these practices to utilization of internal and external labor markets. Guided by the strategic linkage theory of Sonnenfeld and Peiperl (1988) and its empirical assessment by Baruch and Peiperl (2003), the study also seeks to identify combinations of CS practices that have the greatest impact on the choice of internal labor market strategies actually used by managers.
Doctorate of Management Programs
Show less