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dc.contributor.advisorScribner, Jay Paredes, 1963-eng
dc.contributor.authorMosley, Heather L.eng
dc.contributor.otherUniversity of Missouri-Columbia. Graduate School. Theses and Dissertations. Dissertations. 2011 Dissertationseng
dc.date.issued2011eng
dc.date.submitted2011 Springeng
dc.descriptionTitle from PDF of title page (University of Missouri--Columbia, viewed on October 19, 2012).eng
dc.descriptionThe entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file.eng
dc.descriptionDissertation advisor: Dr. Jay Paredes Scribnereng
dc.descriptionIncludes bibliographical references.eng
dc.descriptionVita.eng
dc.descriptionPh. D. University of Missouri--Columbia 2011.eng
dc.descriptionDissertations, Academic -- University of Missouri--Columbia -- Educational leadership and policy analysis.eng
dc.description"May 2011"eng
dc.description.abstractThe purpose of this study was to identify and explore how human resources are managed and what organizational issues, tensions, and ambiguities surface as a district central office moves toward being more strategic with their human resources. A mid-sized Midwestern school district was studied over two academic years using an exploratory case study design. Using literature on successful districts and organizational management theories of strategic human resource management and high reliability organizations, the researcher explored: (1) what it means for a district to be strategic and (2) how a district goes about being strategic (and what it looks like), particularly regarding their human resources. Findings of this research project indicated that defining strategic in this district meant having foresight, pre-emptively planning, and using knowledge-based innovation as a leader, in order to align everything to district goals. Findings also indicated that the act of being strategic in this district focuses on two key elements: systemic functions and strategic leadership. Acting strategically meant moving from 'silo-ed' functions to more systemic structures, policies, and procedures. However, strategic leadership was necessary to guide strategic behaviors, six attributes of which were elicited from this case study. Findings also indicated that internal and external environments held influential roles in the strategic functions and actions of district leaders.eng
dc.format.extentxiii, 287 pageseng
dc.identifier.oclc872560262eng
dc.identifier.otherMosleyLinhardtH-050611-D4990eng
dc.identifier.urihttp://hdl.handle.net/10355/15787eng
dc.languageEnglisheng
dc.publisherUniversity of Missouri--Columbiaeng
dc.relation.ispartofcollectionUniversity of Missouri--Columbia. Graduate School. Theses and Dissertations.eng
dc.subjectschool districtseng
dc.subjecthuman resourceseng
dc.subjectstrategic leadershipeng
dc.titleToward strategic human resource management in the central officeeng
dc.typeThesiseng
thesis.degree.disciplineEducational leadership and policy analysis (MU)eng
thesis.degree.grantorUniversity of Missouri--Columbiaeng
thesis.degree.levelDoctoraleng
thesis.degree.namePh. D.eng


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