Date of Award

1997

Document Type

Thesis

Degree Name

Master of Science in Administration and Management

Department

Business

First Advisor

Gareth S. Gardiner

Second Advisor

Marian W. Guidry

Third Advisor

Patrick Guy

Abstract

Gaining knowledge about what motivates people working in an environment afflicted with laws, statutes, policies, regulations, procedures, standards and jobs threatened by political movements is considered valuable information. This thesis is a focused study of human motivation theory, with the intent of learning why past attempts to change the culture of the United States Army Aviation and Troop Command (ATCOM) and the co-located Aviation Program Executive Office (PEO) organizations have failed to produce lasting results.

It is theorized that past attempts to bring about lasting change to the culture of ATCOM and the PEO organizations have failed in part because change was focused on the organization, not the people. This approach is like trying to change the physical dimension of gravity. Humans have learned that some things can not be changed and in order to progress they must accept those things which can not be changed and spend time on those that can. Often organizations attempt to change the massive bureaucracy with clever slogans or buzz worded concepts. This is symbol without substance.

Thirty-nine employees of ATCOM and the PEO participated in the study. Seventeen females and twenty-two males. The results of this study bring to the forefront a significant population which are achievement oriented people but under-utilized, unhappy, unappreciated and frightened. This is considered a great loss of human creativity and innovation. In addition, there exists a glaring perception that the future livelihood of these people is threatened by the external environment.

All research lead to the influence of a humanistic approach to business administration i.e., the Golden Rule: Do unto others as you would have others do unto you. Treat people with respect.

There is no doubt that there exists many obstacles which hamper progress in government organizations. The value of this research is that it provides evidence that suggests past attempts to change the culture of ATCOM and the PEO failed, in part, by ignoring the needs of human beings.

Changing culture requires a change of perspective. Things which matter most must never be at the mercy of things which matter least.

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