ABSTRACT

As the execution of facilities management becomes ever more sophisticated, specialized skill in managing specific types of buildings has become necessary. The sector of maintaining historic structures and sites readily falls into this type of specialized classification. This paper is a case study review of the unique “best practices” at the Nauvoo Historic Site located in Nauvoo, Illinois. It outlines a facilities management model of common core practices that was developed by the author following an assessment of various similar historic preservation campuses and their responsibilities to accurately display historic culture while observing modern-day facilities management techniques. Although these best practices are of great value in Nauvoo, they are proposed to be valuable to other sites as well because of their effectiveness. As a part of the description of best practices, an overview of the unique history of Nauvoo that generated the modern-day interest in the site will be reviewed. Additionally, the Nauvoo Facilities Management (NFM) organization will be detailed and will focus on the unique challenges associated with historic restored and reconstructed structures. Finally, the paper will also examine the use of specific facilities management techniques, management of large-scale visitor events, livestock supervision, workforce dynamics, finance and capital improvements, managing NFM within the corporate structure of a worldwide religious organization, and the part that NFM plays in community relations.

Nonregular screening designs can be an economical alternative to traditional resolution IV 2^(k-p) fractional factorials. Recently 16-run nonregular designs, referred to as no-confounding designs, were introduced in the literature. These designs have the property that no pair of main effect (ME) and two-factor interaction (2FI) estimates are completely confounded. In this dissertation, orthogonal arrays were evaluated with many popular design-ranking criteria in order to identify optimal 20-run and 24-run no-confounding designs. Monte Carlo simulation was used to empirically assess the model fitting effectiveness of the recommended no-confounding designs. The results of the simulation demonstrated that these new designs, particularly the 24-run designs, are successful at detecting active effects over 95% of the time given sufficient model effect sparsity. The final chapter presents a screening design selection methodology, based on decision trees, to aid in the selection of a screening design from a list of published options. The methodology determines which of a candidate set of screening designs has the lowest expected experimental cost.

Within the vast area of study in Organizational Change lays the industrial application of Change Management, which includes the understanding of both resisters and facilitators to organizational change. This dissertation presents an approach of gauging levels of change as it relates to both external and internal organization factors. The arena of such a test is given through the introduction of the same initiative change model, which attempts to improve transparency and accountability, across six different organizations where the varying results of change are measured. The change model itself consists of an interdisciplinary approach which emphasizes education of advanced organizational measurement techniques as fundamental drivers of converging change. The observations are documented in the real-time observed cased studies of six organizations as they progressed through the change process. This research also introduces a scaled metric for determining preliminary levels of change and endeavors to test both internal and external, or environmental, factors of change. A key contribution to the work is the analysis between both observed and surveyed data where a grounded theory analysis is used to help answer the question of what are factors of change in organizations. This work is considered to be foundational in real-time observational studies but has a promise for future additional contributions which would further elaborate on the phenomenon of prescribed organizational change.