東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

An examination of succession managem...

Fairney, Jacqueline S.

FindBook

Google Book

Amazon

博客來

An examination of succession management in organizations during times of economic crisis.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	An examination of succession management in organizations during times of economic crisis./
作者:	Fairney, Jacqueline S.
面頁冊數:	155 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-08, Section: A, page: 2951.
Contained By:	Dissertation Abstracts International71-08A.
標題:	Education, Leadership. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3412161
ISBN:	9781124096346

An examination of succession management in organizations during times of economic crisis.
Fairney, Jacqueline S.

An examination of succession management in organizations during times of economic crisis. - 155 p.

Source: Dissertation Abstracts International, Volume: 71-08, Section: A, page: 2951.

Thesis (Ed.D.)--Pepperdine University, 2010.

This phenomenological study focused on the succession management actions taken internally by organizations during times of economic crisis. This study's purpose was to understand the specific ways that organizations alter or suspend their succession management efforts during "hard times" when other short-term crises, such as restructuring, lay-offs, and debt accumulation, overshadow the importance of long-term strategic planning. Three research questions were addressed in this study: (1) Are succession management programs subject to decrease or downsizing during times of economic crisis? (2) What can organizations do to keep short-term crises from derailing long-term succession-management efforts? (3) Are well established succession management programs less likely to be cut during an economic crisis? In order to most effectively answer those questions, a quantitative survey method was employed.

ISBN: 9781124096346Subjects--Topical Terms:

1035576
Education, Leadership.

An examination of succession management in organizations during times of economic crisis.
LDR:03357nam 2200313 4500 001 1394375
005 20110422103459.5
008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781124096346
035 $a (UMI)AAI3412161
035 $a AAI3412161
040 $a UMI $c UMI
100 1 $a Fairney, Jacqueline S. $3 1672993
245 1 3 $a An examination of succession management in organizations during times of economic crisis.
300 $a 155 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-08, Section: A, page: 2951.
500 $a Adviser: Mark Allen.
502 $a Thesis (Ed.D.)--Pepperdine University, 2010.
520 $a This phenomenological study focused on the succession management actions taken internally by organizations during times of economic crisis. This study's purpose was to understand the specific ways that organizations alter or suspend their succession management efforts during "hard times" when other short-term crises, such as restructuring, lay-offs, and debt accumulation, overshadow the importance of long-term strategic planning. Three research questions were addressed in this study: (1) Are succession management programs subject to decrease or downsizing during times of economic crisis? (2) What can organizations do to keep short-term crises from derailing long-term succession-management efforts? (3) Are well established succession management programs less likely to be cut during an economic crisis? In order to most effectively answer those questions, a quantitative survey method was employed.
520 $a Through this process of data collection, answers to those questions provided new insights into why organizations experienced turmoil, retention issues, and lack of leadership during trying economic times. These data formed the basis for the following conclusions and recommendations: (1) The succession management plan must be tied to business results. The importance of clear and specific outcomes cannot be underestimated since they form the foundation upon which everything else is built. (2) The succession management program will be seen as more successful if there is a visible commitment of sponsorship by executives in the organization. (3) Organizations must build a structured succession management process and a solid plan for administering the program that is not too complex to manage. This process needs to include a consistent application for how decisions will be made, the methods that are used to collect performance data, consistent criterion for performance measurement, and a mechanism for communicating key developmental feedback critical to the success of individuals in the organization. (4) Organizations must design the measures and metrics of the program so that the business value to the organization is clear and supported by a specific budget dedicated to the succession management program. (5) Organizations must include measures in the succession plan that provide significant value but do not add significant cost.
590 $a School code: 6009.
650 4 $a Education, Leadership. $3 1035576
650 4 $a Business Administration, Management. $3 626628
690 $a 0449
690 $a 0454
710 2 $a Pepperdine University. $b Education. $3 1019295
773 0 $t Dissertation Abstracts International $g 71-08A.
790 1 0 $a Allen, Mark, $e advisor
790 1 0 $a Rhodes, Kent $e committee member
790 1 0 $a Pinto, Patrick $e committee member
790 $a 6009
791 $a Ed.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3412161