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Unity making: A grounded theory of o...

Kiai, Mehran.

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Unity making: A grounded theory of organizational progress and leadership.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Unity making: A grounded theory of organizational progress and leadership./
作者:	Kiai, Mehran.
面頁冊數:	98 p.
附註:	Adviser: Odis E. Simmons.
Contained By:	Dissertation Abstracts International68-10A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3287702
ISBN:	9780549305774

Unity making: A grounded theory of organizational progress and leadership.
Kiai, Mehran.

Unity making: A grounded theory of organizational progress and leadership. - 98 p.

Adviser: Odis E. Simmons.

Thesis (Ed.D.)--Fielding Graduate University, 2007.

This grounded theory dissertation accounts for the behavior of leaders and individuals in a group that leads to achieving optimum results from interaction with others. Drawing on several open-ended interviews and participant observation, and through constant comparative analysis, the theory of unity making emerged from the data, as the conceptualization of a pattern of behavior that brings people together to function in a spirit of cooperation, optimism, and positive energy. The theory describes how individuals in a group operate, not merely as a high-performance team, but rather as a cohesive group with a high level of trust and solidarity. Unity making comprises a set of actions, beliefs, and behaviors that enable the group to generate innovative solutions, devise novel approaches, and embrace inventive methods to expand their operations, grow their market share, or improve their effectiveness.

ISBN: 9780549305774Subjects--Topical Terms:

626628
Business Administration, Management.

Unity making: A grounded theory of organizational progress and leadership.
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502 $a Thesis (Ed.D.)--Fielding Graduate University, 2007.
520 $a This grounded theory dissertation accounts for the behavior of leaders and individuals in a group that leads to achieving optimum results from interaction with others. Drawing on several open-ended interviews and participant observation, and through constant comparative analysis, the theory of unity making emerged from the data, as the conceptualization of a pattern of behavior that brings people together to function in a spirit of cooperation, optimism, and positive energy. The theory describes how individuals in a group operate, not merely as a high-performance team, but rather as a cohesive group with a high level of trust and solidarity. Unity making comprises a set of actions, beliefs, and behaviors that enable the group to generate innovative solutions, devise novel approaches, and embrace inventive methods to expand their operations, grow their market share, or improve their effectiveness.
520 $a Unity making is a process consisting of three stages. The first stage is ministering---a stage of preparing, developing relationships, establishing trust, determining a shared purpose, and articulating a vision of progress. The second stage of unity making is marshaling---a stage for setting an environment conducive to collective decision making and action. Since unity is fragile, the third stage of unity making---shepherding---protects the gains already made and counteracts the threats against unity. Stages of unity making are further explained by describing various phases, stages, conditions, elements, strategies, properties, consequences, and covariances.
520 $a Although the study began in the area of educational leadership, the resulting theory of unity making applies to other substantive areas. Just as educational leaders build unity in their environment to advance their organizations, religious leaders, executive directors, business managers, community groups, families, civic organizations, and youth groups can also achieve optimum results from their interactions in their own settings through unity making.
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