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Public asset management
Title
Public asset management: empirical evidence from the state governments in the United States.
Creator
Lu, Yaotai, College for Design and Social Inquiry, School of Public Administration
Abstract/Description
Public asset management is a critical component of the financial integrity of government. However, in practice, problems exist in the field of public asset management at different levels of government in the United States. This research explores the management of public fixed assets owned, controlled and used by state governments in America. It attempts to answer two major questions: (1) What are the characteristics of a modern public asset management system based on the available literature?...
Show morePublic asset management is a critical component of the financial integrity of government. However, in practice, problems exist in the field of public asset management at different levels of government in the United States. This research explores the management of public fixed assets owned, controlled and used by state governments in America. It attempts to answer two major questions: (1) What are the characteristics of a modern public asset management system based on the available literature? and (2) How do public asset management practices at the U.S. state government compare to the system standard described in the first question? Based on systems theory and current research on public asset management and public procurement systems, this research develops an intellectual framework of a public fixed asset management system. This system is composed of six interdependent cornerstones, including legal and regulatory requirements, organization structure, management process throughout th e life cycle of assets, human capital strategies, information and technology resources, and monitoring, integrity, and transparency. Each cornerstone consists of a number of components that reveal the underlying working principles of the relevant cornerstone and together determine the standards of fixed asset management in the relevant area. Survey results demonstrate that state governments fundamentally satisfy the standards identified in the fixed asset management system. However, certain problems obviously exist in the area of each cornerstone. In addition, survey results reveal that the six cornerstones of fixed asset management system are interrelated with one another. In most states, when a management element in the area of one cornerstone is widely implemented, the relevant management elements in areas of other cornerstones are employed and vice versa., A major contribution of this research is the development of a fixed asset management system. State and federal governments may compare their fixed asset management to the standards identified in this system. Local governments may find appropriate management components to adapt to their characteristics from this system.
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Date Issued
2011
PURL
http://purl.flvc.org/FAU/3171677
Subject Headings
Finance, Public, Infrastructure (Economics), Finance, Organizational behavior, Government policy
Format
Document (PDF)
relationship between organizational culture and effectiveness in university residence hall associations
Title
The relationship between organizational culture and effectiveness in university residence hall associations: a competing values study.
Creator
Faerman, Lawrence B., College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description
This study examined organizational member and housing staff perceptions of organizational culture and effectiveness of residence hall associations. Two instruments, the Residence Hall Government (RHA) Effectiveness Instrument designed by Tucker (2001) and the Organizational Culture Assessment Instrument (OCAI) designed by Cameron and Quinn (1999, 2006) were utilized to gather quantitative data, while individual interviews and focus groups were conducted utilizing selected questions from the...
Show moreThis study examined organizational member and housing staff perceptions of organizational culture and effectiveness of residence hall associations. Two instruments, the Residence Hall Government (RHA) Effectiveness Instrument designed by Tucker (2001) and the Organizational Culture Assessment Instrument (OCAI) designed by Cameron and Quinn (1999, 2006) were utilized to gather quantitative data, while individual interviews and focus groups were conducted utilizing selected questions from the Interview Questions for Doing a Competing Values Organizational Analysis (Quinn 1988) to collect qualitative data. A mixed methodology was utilized to collect and analyze data from three sites yielding 217 assessments, 27 interviews, and 6 student focus groups with members of residence hall associations during the spring 2008 semester. The study indicated that there is a positive relationship between all ideal culture type scores identified by the OCAI and effectiveness constructs identified by the RHA Effectiveness Instrument. Additionally, there is a difference in the perceptions of Clan and Hierarchy ideal culture type scores and Housing Relationship and RHA Effects effectiveness construct scores based upon housing staff membership or RHA Legislative Body membership. Furthermore, the research indicated that level of student involvement, emphasis on leadership development and training, patterns of communication and teamwork, financial resources, implementation of rules and procedures, roles in program planning, student voice, member evaluation, collaborative partnerships with host housing departments, and relationships with university Student Government were constructs for the development of organizational culture and influenced the organizational effectiveness of RHAs. Recommendations are provided for the organizational development and evaluation of residence hall associations.
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Date Issued
2009
PURL
http://purl.flvc.org/FAU/186329
Subject Headings
Student housing, College students, Conduct of life, Organizational effectiveness, Evaluation, Organizational behavior
Format
Document (PDF)
relationship between leadership styles of directors of accredited higher education respiratory care programs and faculty satisfaction, willingness to exert extra effort, perceived director effectiveness, and program outcomes
Title
The relationship between leadership styles of directors of accredited higher education respiratory care programs and faculty satisfaction, willingness to exert extra effort, perceived director effectiveness, and program outcomes.
Creator
Weissman, Nancy L., College of Education, Department of Educational Leadership and Research Methodology
Abstract/Description
The purpose of this study was to examine the leadership characteristics of respiratory care program directors and determine the relationship between the director's leadership style, effectiveness, faculty satisfaction, extra effort, and program outcomes. Differences between the directors' perceived leadership style and faculties' perception of the directors' leadership style were also examined. Directors' leadership styles were measured by the Multifactor Leadership Questionnaire (MLQ)....
Show moreThe purpose of this study was to examine the leadership characteristics of respiratory care program directors and determine the relationship between the director's leadership style, effectiveness, faculty satisfaction, extra effort, and program outcomes. Differences between the directors' perceived leadership style and faculties' perception of the directors' leadership style were also examined. Directors' leadership styles were measured by the Multifactor Leadership Questionnaire (MLQ). Director, faculty and program information was measured with a researcher-designed questionnaire. CoARC accredited program directors (n=321) and their full and part-time faculty (n=172) received an e-mail and a web link to obtain demographic information. All participants received an e-mail from Mind Garden, Inc. with a web link to complete the MLQ. Regression analysis and t tests were used to analyze the data. The results found a significant relationship between faculty satisfaction, extra effort, and perceived director effectiveness and each of the predictors transformational, transactional, and passive/avoidant leadership behaviors. There was no relationship between program director leadership style and program outcomes. This study found no difference between the directors' and the faculty's perception of the directors' transformational and transactional leadership behaviors. However, there was a significant difference between the directors' and the faculties' perception of the directors' passive/avoidant behavior.
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Date Issued
2008
PURL
http://purl.flvc.org/FAU/186324
Subject Headings
Educational leadership, Evaluation, College teaching, Evaluation, Organizational behavior, Medical care, Motivation in education
Format
Document (PDF)
Mimetic, coercive, and normative influences in institutionalization of organizational practices
Title
Mimetic, coercive, and normative influences in institutionalization of organizational practices: the case of distance learning in higher education.
Creator
Caravella, Kristi D., College for Design and Social Inquiry, School of Public Administration
Abstract/Description
In this study, DiMaggio and Powell's (1983) institutional model of isomorphic change is hypothesized to explain the changes witnessed in educational organizations with regard to the acceptance, implementation and institutionalization of distance learning. In order to show the power of institutional theory in explaining organizational change over time, a comparative qualitative case study methodology is utilized. Document analysis and interviews are used to explore the utility of this...
Show moreIn this study, DiMaggio and Powell's (1983) institutional model of isomorphic change is hypothesized to explain the changes witnessed in educational organizations with regard to the acceptance, implementation and institutionalization of distance learning. In order to show the power of institutional theory in explaining organizational change over time, a comparative qualitative case study methodology is utilized. Document analysis and interviews are used to explore the utility of this isomorphic change model. Each research question seeks to explore different influences of institutional isomorphism, coercive, normative, and mimetic. DiMaggio and Powell (1983) suggest organizations converge on similar practices and behaviors and appear similar to like organizations over time. The appearance of change toward homogeneity is explored through the isomorphic change theory which indentifies three forces, coercive, normative and mimetic, influential in determining how adopted behaviors and pr actices become isomorphically accepted by the organizational field. Coercive isomorphism stems from political influence and organizational legitimacy, often conveyed through laws, regulations, and accreditation processes (or outside agency requirements); normative isomorphism is associated with professional values; and mimetic isomorphism is copying or mimicking behaviors that is a result of organizational response to uncertainty. By examining the organizational field for the presence of these forces and measuring the extent of these forces at various points in time one is able to explain convergence on regularized practices and institutionalized behaviors, or how an organizational field becomes institutionalized, around a particular idea or practice., The coercive, mimetic, and normative forces present in the field dictate institutionalization and theoretically produce an environment that induces organizational conformity, or homogeneity, through pressure to appear legitimate, competition, mandates associated with funding, and influential professional group and network values.
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Date Issued
2011
PURL
http://purl.flvc.org/FAU/3169915
Subject Headings
Distance education, Influence of technological innovations on, Education, Political aspects, Organizational behavior, Diffusion of innovations
Format
Document (PDF)
Developing and protecting the "golden idea" in new high-tech ventures
Title
Developing and protecting the "golden idea" in new high-tech ventures: entrepreneurs and advisors.
Creator
Fanimokun, Abiola Omoyeni., College of Business, Department of Management
Abstract/Description
The preoperational stage of a new venture is characterized by concept definition, idea enhancement, and strategy formulation. Entrepreneurs consult advisors in knowledge sharing activities. Trust is dominant in these entrepreneur-advisor relationships as entrepreneurs rely on an advisor's judgment to keep venture ideas away from competitors. However, the relationships between trust, knowledge sharing, and knowledge security during the preoperational stage of a new high-tech venture are not...
Show moreThe preoperational stage of a new venture is characterized by concept definition, idea enhancement, and strategy formulation. Entrepreneurs consult advisors in knowledge sharing activities. Trust is dominant in these entrepreneur-advisor relationships as entrepreneurs rely on an advisor's judgment to keep venture ideas away from competitors. However, the relationships between trust, knowledge sharing, and knowledge security during the preoperational stage of a new high-tech venture are not directly examined in many research studies. Concerning types of trust, McAllister (1995) defines two types of interpersonal trust: affective trust, which develops from emotional bonds between individuals, and calculative trust, which is based on an individual's level of competence and reliability. The present study applies McAllister's (1995) theory of types of trust to Kale, Singh, and Perlmutter (2000) findings to examine how trust relationships between entrepreneurs and advisors affect knowledge sharing and an entrepreneur's use of NDAs. This dissertation's research primary question is, "How does trust between an entrepreneur and advisors affect knowledge sharing and choices of knowledge security mechanisms during the preoperational stage of a new high-tech venture?" I used de Koning and Muzyka's (1999) classification of the entrepreneur's social context to define three advisor types: Close Friends, Business Associates, and Licensed Professionals. Linking these types with literature on trust and knowledge, I hypothesize seven relationships dealing with trust, knowledge sharing, and knowledge security. I used structured and non-structured interview formats to collect data on 143 entrepreneur/advisor relationships in South Florida., The results confirmed that relationship length significantly contributed to affective trust and entrepreneurs were more likely to share knowledge with Business Associates than with Close Friends or Licen found t o be the dominant form of trust driving knowledge sharing but affective trust was not significantly found to impact the use of NDAs. Entrepreneurs expected all advisor types to be competent, experienced, and skilled, reporting nonsignificant differences in calculative trust across advisor types. I did not find the use of NDAs to be associated with any particular advisor type. Rather, NDAs were seldom used during the preoperational stage for reasons such as the entrepreneurs' desires to maintain positive relationships with advisors, along with their reliance on a strong institutional background.
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Date Issued
2010
PURL
http://purl.flvc.org/FAU/2100577
Subject Headings
Interpersonal relations, Business etiquette, Organizational behavior, Entrepreneurship, New business enterprises, Creative ability in business, Disclosure of information, Knowledge management
Format
Document (PDF)