My Ph.D. Dissertation is this week!

YOU ARE CORDIALLY 

INVITED TO ATTEND THE

Ph.D. in Instructional 

Management and Leadership

DISSERTATION DEFENSE OF

ANDREW PUESCHEL

THURSDAY, MARCH 12, 2015 at 11 A.M.

in the School of Education and Social Sciences

4th Floor Conference Room -- Nicholson Building

The Title of his Doctoral Dissertation is:  

“The effect of imposed organizational culture change on the productivity, employee engagement, quality of life, and leadership of both work groups and work group leaders within a learning organization”

Abstract

This mixed methods case study examined the effects of imposed change of a selected organizational culture on its leaders and work groups from 1999 to 2014 as it reacted to external societal and internal operational forces.  Data were collected from survey (existing C.A.R.E. survey instrument), organizational artifacts, and from a series of focus groups of employees of various lengths of service and also semi-structured, one-on-one interviews conducted with a purposeful sample of leadership within Development Divisions International (DDI). The findings produced 10 individual themes that revealed impacts of imposed organizational culture change on a learning organization.  The themes include: 1) cultural changes does not have impact on revenue; 2) increased engagement leads to increased associate perceived value to the organization; 3) increased engagement leads to an increased associate sense of autonomy within their positions; 4) increased associate quality of life leads to increased personal flexibility within the workplace; 5) associate loyalty to their position leads to a decreased experienced quality of life; 6) increased ability for associates to "walk-the-walk” increases positive associations with leadership; 7) increased levels of an associate’s autonomy creates a positive associations with leadership; 8) internally created leadership has negative associations with cultural impact; 9) organizational culture change creates growth within the organization and 10) existing organizational cultures can impedes cultural change impact. Findings from this study could be implemented as an effective tool to determine the appropriateness of organizational cultural change to the meet the needs of 21st century businesses.    

Keywords: Cultural Change Theory, Driving for Client Results, Employee engagement, Empowerment, Engagement, Ethical Issues, Innovation, Integrity, Leadership, Leadership Styles, Learning Organizations, Organizational Culture, Productivity, Quality of Life, Teamwork, and Values