Date of Award

1-1-2013

Document Type

Thesis

Degree Name

Master of Arts (MA)

Specialization

Communication and Leadership

School or Department

School of Leadership Studies

First Advisor

Dr. John Caputo

Abstract

In today’s business climate, organizational change is a perpetual challenge for those in leadership positions. Despite the substantial academic conversation surrounding successful management of change, one aspect which has received little research is technological change within the context of union populations. This project utilizes multiple theoretical frameworks to present critical components for success including; understanding reluctance toward change, the role of leaders, managing technology change, and specific implementation considerations for union populations. It then synthesizes those components into a formal training course designed to teach organizational leaders the skills necessary to overcome the challenges of implementing technology changes within union environments. Theoretical support for this project is derived from several distinct yet related rationales. Bormann’s (1985) Symbolic Convergence Theory provides context for social interaction while phenomenological tradition and its proponents, such as Stan Deetz (2000), assist with cultural context. Finally, socio-technical theorists such as Bostrom & Heinen (1977) and Cherns, (1976) provide a method for studying people, the tasks and processes they perform, and how these components interact with technology. Through the study of historical and behavioral research approaches, multiple keys to effective change strategy are presented and synthesized into a unique leadership training course.

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