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A CASE STUDY OF THE ORGANIZATIONAL CHANGE STRATEGY TO BEGIN IMPLEMENTATION WHEN PLANNING BEGINS IN THE DEVELOPMENT OF A SCHOOL DISTRICTS HEALTH AND WELLNESS INITIATIVE

by Kern, Amy Lynn

Abstract (Summary)
This research inquiry served as a case study of how the process of implementation begins when the planning begins. The objective was to provide an analysis of the early stages of a school districts Health and Wellness initiative and examine factors that are critical in the development of this initiative including the process by which such activities influence program implementation and district reform. Analysis of the documenters observations, documentation, and participant input of the initiatives progression were examined. Results indicate that the strategy of implementing while planning creates much stress for implementers and possible confusion of the goals of the initiative. Indicators towards capacity building and progress towards initiatives goal appeared significant. This studys conclusions indicate that using the strategy of implementation beginning when planning begins could be a useful model when implementing an initiative of urgency. In addition, when sacrificing too much time to planning could be detrimental to students, like with a health and wellness initiative.
Bibliographical Information:

Advisor:William Bickel; Sean Hughes; Charles J. Gorman; Jere Gallagher

School:University of Pittsburgh

School Location:USA - Pennsylvania

Source Type:Master's Thesis

Keywords:administrative and policy studies

ISBN:

Date of Publication:01/29/2007

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