Business Commons^™

Perspective: Influencing Systemic Change, Lilliam Lowery, Ed. D.

Leadership Hour at Otterbein University

Dr. Lowery comes to FutureReady Columbus from the Maryland State Department of Education, where she served as state superintendent of schools. Under her leadership, Maryland has consistently finished among the nation’s top performing state school systems, according to Education Week’s Quality Counts, the most comprehensive assessment of the state of American education.

Building Leaders For The 21st Century, Kathy Krendl

Leadership Hour at Otterbein University

What key elements are needed to build leaders for today's ever changing, global world? Leaders today need to know themselves and their strengths and be very adaptable to change. Join us to discover more ways to mentor and coach tomorrow's leaders.

The Cost Of Workplace Bullying In Irish Universities, Patrick Pearse Rockett

Walden Dissertations and Doctoral Studies

Employees who demean and degrade coworkers cost organizations billions of dollars every year. Workplace bullying is a business problem that affects up to 15% of employees, and little empirical research is available to establish the extent of bullying in academia. Bullies flourish in decentralized structures, and universities can be particularly susceptible to bullying behavior because of their decentralized structures of teaching and research that promote the growth of microclimates in segregated silos, from laboratories to small departments. The purpose of this multiple-case, census sample study was to explore the cost-reduction strategies that university human resource (HR) leaders use to manage …

The Landwarnet School, The Army Learning Model, And Appreciative Inquiry: How Is A Centralized Training Organization Improved By Introducing Decentralization?, Lisa Jayne Stamper

Electronic Theses and Dissertations

This exploratory, qualitative case study describes how a centralized training organization (LandWarNet School) was improved by introducing decentralization (Army Learning Model) toward “the best competitive position” or "sweet spot," defined by Brafman and Beckstrom (2006) as “enough decentralization for creativity, but sufficient structure and controls to ensure consistency” (pp. 189, 191). Any presence of the six chaordic elements of a decentralized organization, as described by Hock (1999), was also considered.

LandWarNet School (LWNS) trains approximately 6000 US Army Soldiers annually and is centrally organized. The new Army Learning Model (ALM) is a vision for a more decentralized training approach where …