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dc.contributor.advisorScribner, Jay Paredes, 1963-en_US
dc.contributor.authorMosley, Heather L.
dc.contributor.otherUniversity of Missouri-Columbia. Graduate School. Theses and Dissertations. Dissertations. 2011 Dissertationsen_US
dc.date.issued2011
dc.date.submitted2011 Springen_US
dc.descriptionTitle from PDF of title page (University of Missouri--Columbia, viewed on October 19, 2012).en_US
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.en_US
dc.descriptionDissertation advisor: Dr. Jay Paredes Scribneren_US
dc.descriptionIncludes bibliographical references.en_US
dc.descriptionVita.en_US
dc.descriptionPh. D. University of Missouri--Columbia 2011.en_US
dc.descriptionDissertations, Academic -- University of Missouri--Columbia -- Educational leadership and policy analysis.en_US
dc.description"May 2011"en_US
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.en_US
dc.format.extentxiii, 287 pagesen_US
dc.identifier.otherMosleyLinhardtH-050611-D4990
dc.identifier.urihttp://hdl.handle.net/10355/15787
dc.publisherUniversity of Missouri--Columbiaen_US
dc.relation.ispartof2011 Freely available dissertations (MU)en_US
dc.subjectschool districtsen_US
dc.subjecthuman resourcesen_US
dc.subjectstrategic leadershipen_US
dc.titleToward strategic human resource management in the central officeen_US
dc.typeThesisen_US
thesis.degree.disciplineEducational leadership and policy analysisen_US
thesis.degree.grantorUniversity of Missouri--Columbiaen_US
thesis.degree.levelDoctoralen_US
thesis.degree.namePh. D.en_US


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