Organizational innovation in a professional school: a case study

Abstract

Post-treatment data indicated no significant change in collaboration, communication, role clarity, or trust, concern, and individuality behaviors. The conclusions drawn were that the organization development strategies had little impact on improving organizational effectiveness. The fact that none of the hypotheses were supported does not mean that OD has no value for professional schools, but may be due to the inadequacy of the instruments used. It was further suggested that the time actually spent on intervention may have been too short and the intervention too mild to effect a change in the numerous dependent variables of the research. ACKNOWLEDGMENTS Thanks to my family, friends, and colleagues who gave me the love, emotional support, and pragmatic suggestions I needed to accomplish this task. My appreciation and thanks are also g~ven to Jerry Lansdowne for believing in me, and to my Committee members for "sticking with me" through the process. Special appreciation goes to Nancy Chapman for her helpful comments and assistance, and for the many hours she spent critically reviewing this dissertation. I also appreciate the helpful suggestions from Carol Lindeman and Bill Boore.

Analysis of problemsolving groups with feedback intervention using a systematic multiple level observation of groups

“…This increased time to develop and sustain behaviors is supported by Berger's (1981) research which suggests that time actually spent on organizational behavior interventions may be a factor in sustaining behaviors. These groups received two hours of feedback using the field diagrams, in contrast with the other groups, which received none.…”

“…(Mill, 1971) The notion of introducing feedback into the group process (also called "intervention") has intrigued researchers over the years (Gibb, 1967;McCaskey, 1976). Berger (1981) introduced into a series of small working groups a survey feedback model for the purpose of increasing trust behavior. Feedback to small groups about their behavior was also utilized by Bales in his early work to enhance the growth and development of groups (Bales, 1956).…”

İmalat Sektöründeki Firmalar İçin Bir Uluslararası Stratejiler Modeli Önerisi

“…Sindhu (2011) suggests that employer branding is the process of managing reputation and image to attract and retain employees. Similarly, a study by Berger and Berger (2004) defines it as the process of creating, communicating, and delivering a unique value proposition as an employer to target employee groups. Furthermore, Ahmed et al (2022) defines employer branding as the process of creating a unique identity and reputation for an organization as an employer, which will help the organization to attract, retain and engage the best talent.…”

“…This definition highlights the emphasis on identifying, attracting and retaining top talent for the organization. Another definition of talent marketing is the process of creating, communicating and delivering a unique value proposition to target employee groups (Berger and Berger, 2004). This definition emphasizes the importance of creating and communicating a unique value proposition to potential employees.…”

Yönetim, Organizasyon ve Strateji Üzerine Araştırmalar

“…This definition highlights the emphasis on identifying, attracting and retaining top talent for the organization. Another definition of talent marketing is the process of creating, communicating and delivering a unique value proposition to target employee groups (Berger and Berger, 2004). This definition emphasizes the importance of creating and communicating a unique value proposition to potential employees.…”