Show simple item record

dc.contributor.advisorSekerka, Leslie E.
dc.contributor.advisorBerkes, Leslie
dc.contributor.authorJett, Timothy R.
dc.contributor.authorWing, Alan R.
dc.contributor.authorThompson, Shea S.
dc.dateDecember 2003
dc.date.accessioned2012-08-22T15:30:16Z
dc.date.available2012-08-22T15:30:16Z
dc.date.issued2003-12
dc.identifier.urihttp://hdl.handle.net/10945/9825
dc.descriptionMBA Professional Reporten_US
dc.description.abstractFew studies have focused on the effects of change within a military graduate institution where military and academic subcultures coexist. This research focused on the 2001 organizational change at the Naval Postgraduate School. The purpose was to identify how change was approached and implemented. Our analysis revealed that this change process implemented across the organization affected the intensity of sub-cultural conflict within the organization. In the case of NPS, we found that an authoritarian military style of change negatively impacted the existing academic subculture. The pressure of a change effort that was not representative of both subcultures served to increase the intensity of conflict between the military and academic subcultures, thus jeopardizing the ability for the two to work together. This study contributes to and amplifies existing theory through the examination of organizational change in a unique military/academic environment. It is important for change agents to understand how these factors are interrelated so that the intensity of cultural conflict can be better managed.en_US
dc.description.urihttp://archive.org/details/realignmentndpro109459825
dc.format.extentxvi, 95 p. : ill. (some col.) ; 28 cm.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.lcshCorporate culture|zUnited States.en_US
dc.titleRealignment and the process of change at the Naval Postgraduate Schoolen_US
dc.contributor.secondreaderZolin, Roxanne
dc.contributor.departmentGraduate School of Business & Public Policy (GSBPP)
dc.subject.authorChange Managementen_US
dc.subject.authorOrganizational Changeen_US
dc.subject.authorMilitary Cultureen_US
dc.subject.authorAcademic Cultureen_US
dc.description.serviceLieutenant, United States Navyen_US
dc.description.serviceLieutenant Commander, United States Navyen_US
etd.thesisdegree.nameMaster of Business Administrationen_US
etd.thesisdegree.levelMastersen_US
etd.thesisdegree.disciplineBusiness Administrationen_US
etd.thesisdegree.grantorNaval Postgraduate School (U.S.)en_US
dc.description.distributionstatementApproved for public release; distribution is unlimited.


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record