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dc.contributor.advisorOwen, Walter E.
dc.contributor.advisorGodwin, Michael W.
dc.contributor.authorJarvis, Thomas G.
dc.date.accessioned2012-03-14T17:31:39Z
dc.date.available2012-03-14T17:31:39Z
dc.date.issued2004-09
dc.identifier.urihttp://hdl.handle.net/10945/1400
dc.descriptionApproved for public release; distribution is unlimiteden_US
dc.description.abstractOrganizational change for the purpose of improving performance is extremely challenging, particularly for government institutions. Large bureaucracies, hierarchical structures, and deeply rooted work cultures are some characteristics of governmental organizations that have proven to be serious impediments to performance improving change. In May 2003, the NAVAIRDEPOT North Island Engineering Competency (NAVAIRNI 4.0) began a transformational process to improve organizational performance by providing higher value to its customers, generating higher quality of products and services, and attaining better financial performance. The purpose of this thesis is to analyze the experience of government organizations in implementing performance related change efforts such as Total Quality Management (TQM), Business Process Reengineering (BPR), and Activity Based Costing (ABC). Specifically, this thesis will identify leadership characteristics and strategies employed by public firms during successful transformation initiatives. By isolating leadership traits associated with these successful change efforts, this thesis hopes to develop a simplified relational model that can provide NAVAIRNI 4.0 and other government organizations with effective leadership concepts for use in their own endeavor.en_US
dc.format.extentxvi, 165 p. : ill. ;en_US
dc.publisherMonterey, California. Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.subject.lcshOrganizational changeen_US
dc.subject.lcshUnited Statesen_US
dc.subject.lcshLeadershipen_US
dc.subject.lcshTotal quality management in governmenten_US
dc.titleLeadership in government organization change efforts a multi-case analysisen_US
dc.typeThesisen_US
dc.contributor.corporateNaval Postgraduate School (U.S.).
dc.contributor.departmentSystems Engineering Management
dc.description.serviceCivilian, United States Navyen_US
etd.thesisdegree.nameM.S. in Systems Engineering Managementen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.disciplineSystems Engineering Managementen_US
etd.thesisdegree.grantorNaval Postgraduate Schoolen_US
etd.verifiednoen_US


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