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TRANSFORMATION OF GOVERNMENTAL ORGANIZATIONS:
THE CASE OF THE
CALIFORNIA INTEGRATED WASTE MANAGEMENT BOARD
by
George T. Eowan
________________________________________________________________________
A Dissertation Presented to the
FACULTY OF THE GRADUATE SCHOOL
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF PHILOSOPHY
(PUBLIC ADMINISTRATION)
May 2009
Copyright 2009 George T. Eowan
Object Description
| Title | Transformation of governmental organizations: the case of the California Integrated Waste Management Board |
| Author | Eowan, George T. |
| Author email | eowan@usc.edu; geowan@pacbell.net |
| Degree | Doctor of Philosophy |
| Document type | Dissertation |
| Degree program | Public Administration |
| School | School of Policy, Planning, and Development |
| Date defended/completed | 2008-12-03 |
| Date submitted | 2009 |
| Restricted until | Unrestricted |
| Date published | 2009-03-09 |
| Advisor (committee chair) | Myrtle, Robert C. |
| Advisor (committee member) |
Musso, Juliet Cummings, Thomas G. |
| Abstract | The California Integrated Waste Management Board (CIWMB) underwent a radical change that transformed its mission, critical tasks, organizational structure and decision making processes. This research responds to a gap in the professional literature by examining this rare case of governmental agency transformation.; Political and organizational events converged over time to make the transformation of the CIWMB possible. These events provide historical context for the series of actions that occurred over an eighteen year period.; Three phases of the transformation are identified: Phase 1, the organization in a state of equilibrium; Phase 2, the punctuated equilibrium of the organization; and Phase 3, the transformation process.; Utilizing the grounded theory method and through structured and open-ended interviews of key participants eight themes are identified that occurred during the three phases of the transformation. These themes were: Industry-Oriented - "Old Board" Timing of the Change, Radical Mission Change, Key Policy Components of AB 939, Organization Structure, Administration, New Critical Tasks, Public Process and Dialogue. The historical record, legislative initiatives, budgets and personnel documents and periodicals corroborate the themes derived from the interviews.; This research into the transformation of the CIWMB provides an additional perspective on how a full-time board may be more likely to stay focused and committed to policy implementation as opposed to classical bureaucratic organizations where the initial excitement of new programs wanes and is replaced by mundane routines. The full-time board structure of the CIWMB created a different context where the bulk of the agency’s bureaucratic routines were left to the Executive Director. Secondly, CIWMB board members served limited fixed-term appointments and were appointed by diverse authorities (executive and legislative) which created a dynamic tension amongst Board members that sharpened the focus of the debates in the public arena over directions to policy priorities. Additionally, the board members were required to cast their policy votes publicly amidst the eyes and ears of observant stakeholders representing a wide array of interests. The constant involvement of these diverse stakeholders added to the dynamic tension of the board policy process and enhanced its probability of remaining actively committed and engaged. |
| Keyword | organizational transformation; organizational change; organizational learning; public policy implementation; public dialogue and deliberation; punctuated equilibrium; critical tasks |
| Geographic subject (state) | California |
| Coverage date | after 1980 |
| Language | English |
| Part of collection | University of Southern California dissertations and theses |
| Publisher (of the original version) | University of Southern California |
| Place of publication (of the original version) | Los Angeles, California |
| Publisher (of the digital version) | University of Southern California. Libraries |
| Provenance | Electronically uploaded by the author |
| Type | texts |
| Legacy record ID | usctheses-m2006 |
| Rights | Eowan, George T. |
| Repository name | Libraries, University of Southern California |
| Repository address | Los Angeles, California |
| Repository email | http://www.usc.edu/isd/libraries/services/ask_a_librarian/email/ |
| Filename | etd-Eowan-2616 |
| Archival file | uscthesesreloadpub_Volume14/etd-Eowan-2616.pdf |
Description
| Title | Page 1 |
| Full text | TRANSFORMATION OF GOVERNMENTAL ORGANIZATIONS: THE CASE OF THE CALIFORNIA INTEGRATED WASTE MANAGEMENT BOARD by George T. Eowan ________________________________________________________________________ A Dissertation Presented to the FACULTY OF THE GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree DOCTOR OF PHILOSOPHY (PUBLIC ADMINISTRATION) May 2009 Copyright 2009 George T. Eowan |
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