2026-09-20T00:10:43Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/178942022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
John Van Maanen.
McAllister, Michael F., 1964-
Sloan School of Management.
Sloan School of Management
2005-06-02T19:05:24Z
2005-06-02T19:05:24Z
2004
http://hdl.handle.net/1721.1/17894
56668176
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2004.
"June 2004."
Includes bibliographical references (p. 207-211).
The ability to lead productive change is becoming increasingly necessary and important to organizations. Across the spectrum of private businesses, non-governmental organizations and the public sector, organizations are expected to adapt quickly to rapidly changing market and environmental conditions. Effective leadership is needed to successfully implement new programs that require changes in people's skills, attitudes or behaviors. Leadership is also needed to build organizational cultures that stimulate innovation and risk-taking and embrace change. The United States Coast Guard, an agency within the new Department of Homeland Security, has a 215-year history of adapting to meet new mission challenges. Just over the past three decades, the service has taken on new operational roles in drug interdiction, fisheries enforcement, environmental protection, ports and waterways security and national defense, while also responding to increased calls for efficiency and innovation in service delivery. Today's Coast Guard is going through monumental change as a result of the emergence of the homeland security mission, the move to a new Department, and an internal reorganization of operational units. This thesis addresses the strengths and challenges of the Coast Guard in leading organizational change. A historical perspective on Coast Guard change leadership and an analysis of change leadership challenges common to U.S. Government agencies is presented. A "macro" look of the environment for change in the Coast Guard is presented as well. John Kotter's eight-stage framework from his 1996 book Leading Change and his 2002 book The Heart of Change is used to evaluate Coast Guard change programs. The thesis concludes with recommendations that
(cont.) senior executives in the Coast Guard might consider in improving organizational change leadership. The research was conducted through a survey of available literature, interviews with Coast Guard members at various levels within the organization, discussions with senior leaders of other government agencies and private businesses, and personal experience.
by Michael F. McAllister.
M.B.A.
211 p.
10074926 bytes
10074732 bytes
application/pdf
application/pdf
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Change leadership in the U.S. Coast Guard
Change leadership in the United States Coast Guard
Thesis
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