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Paradigm shifts in training and development : naturalistic study of management change during organization transformation

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dc.contributor.advisor Stiehl, Ruth
dc.creator Olsen, Brigitta E.
dc.date.accessioned 2012-12-10T22:30:10Z
dc.date.available 2012-12-10T22:30:10Z
dc.date.copyright 1993-11-30
dc.date.issued 1993-11-30
dc.identifier.uri http://hdl.handle.net/1957/35591
dc.description Graduation date: 1994 en_US
dc.description.abstract The need for organizational transformation is a response to a larger paradigm shift occurring in science and society. It represents a shift from the mechanistic model to a systems, holistic model. The purpose of this study was to determine patterns and practices that limit training effectiveness when facilitating a major organizational paradigm shift. A literature survey identified major clashes between those values and tools of organizational models based on the new paradigm and those of bureaucracy, bureaucratic management and training relationships, domains and dynamics. Participant observation and interviews were the methods used to collect data from a study group of 15 upper middle managers involved as a pilot management team in the first year of TQM implementation at a public university. The group was closely observed during five months of training and 10 participants were interviewed at the end of the first year of implementation. Their stories revealed four obstacles to transformation: 1) managers were coerced into complying, change was imposed from above, there were no appropriate support systems and fear was endemic; 2) the management team had more difficulty than non-management TQM teams learning the mechanics of TQM, claiming they didn't have necessary learning skills; 3) managers protected themselves by rewriting the rules of TQM to fundamentally preserve the status quo; 4) managers defined the TQM effort a success without substantive personal change, pushing responsibility down and praise up in the organization. These obstacles were inherent in the bureaucratic system that effectively protected the managers from substantive change. The conclusion was drawn that four conditions were missing for a major organizational paradigm shift: 1) a willingness to risk, coupled with organizational support; 2) deep learning skills that provide personal context for learning: 3) shared vision, and; 4) personal mastery. Training patterns and practices reflected the same missing conditions. The training program was powerless in the transformation effort because: 1) it modeled and reproduced the old instead of the new wisdom, values, tools and ways of thinking and talking, during the transformation process; 2) the learning capacity implicit in the training program was limited in the same ways management was, by missing support structures, willingness and ability to change, and shared vision; 3) it depended on traditional relationships and dynamics, despite new domain, and was not seen as a credible transformation agent. en_US
dc.language.iso en_US en_US
dc.subject.lcsh Corporate reorganizations en_US
dc.subject.lcsh Middle managers -- Training of en_US
dc.title Paradigm shifts in training and development : naturalistic study of management change during organization transformation en_US
dc.type Thesis/Dissertation en_US
dc.degree.name Doctor of Philosophy (Ph. D.) in Education en_US
dc.degree.level Doctoral en_US
dc.degree.discipline Education en_US
dc.degree.grantor Oregon State University en_US
dc.description.digitization File scanned at 300 ppi (Monochrome) using ScandAll PRO 1.8.1 on a Fi-6770A in PDF format. CVista PdfCompressor 4.0 was used for pdf compression and textual OCR. en_US
dc.description.peerreview no en_us

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