dc.contributor.advisor |
Bennear, Lori Snyder |
|
dc.contributor.author |
Cheang, David |
|
dc.date.accessioned |
2015-04-24T03:36:11Z |
|
dc.date.available |
2015-04-24T03:36:11Z |
|
dc.date.issued |
2015-04-23 |
|
dc.identifier.uri |
https://hdl.handle.net/10161/9638 |
|
dc.description.abstract |
This paper examines the challenges of leading a public sector organization via a case
study of the U.S. Chemicals Safety Board (CSB), a federal agency charged to conduct
independent investigations of industrial chemical accidents. Although largely modelled
after the National Transportation Safety Board (NTSB), the CSB’s performance has often
been compared unfavorably with the NTSB’s, in terms of the rate of output and time
taken to complete investigations. The case focuses on the CSB’s organizational developments
since Dr Rafael Moure-Eraso assumed chairmanship of the agency in June 2010. It examines
his assessment of the CSB’s strategic challenges, his plan for addressing the challenges
and the resulting organizational performance. The case sifts through the main criticisms
of Dr Moure-Eraso’s leadership and possible motivations behind these criticisms, leading
readers to explore whether the organizational changes initiated by Dr Moure-Eraso
were well implemented and to thoughtfully assess the CSB’s performance during his
term.
|
|
dc.subject |
Chemical Safety Board, Leadership, Public Sector, Change Management, Moure-Eraso |
|
dc.title |
LEADING CHANGE IN THE PUBLIC SECTOR: DR MOURE-ERASO’S CHAIRMANSHIP OF THE U.S. CHEMICAL
SAFETY BOARD
|
|
dc.type |
Master's project |
|
dc.department |
Nicholas School of the Environment and Earth Sciences |
|
duke.embargo.months |
0 |
|