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dc.contributor.authorRamage, Laura Christine
dc.date.accessioned2020-04-21T19:01:34Z
dc.date.available2020-04-21T19:01:34Z
dc.date.issued2020-04-21
dc.date.submitted2020
dc.identifier.urihttps://viurrspace.ca/handle/10613/23157
dc.identifier.urihttp://dx.doi.org/10.25316/IR-15065
dc.description.abstractPrimex Manufacturing’s management team was engaged in an exploration of the drivers of their organization’s culture and a review of the systems in place that support the culture, informing the inquiry question: How might Primex Manufacturing improve its leadership succession planning through greater awareness of its organizational culture? Research adhered to Royal Roads University’s Research Ethics Policy, and followed an engaged, action research methodology, informed by appreciative inquiry and design thinking. Findings were that Primex's existing organizational culture is well established, core values make it a unique organization, knowledge of culture can be harnessed to inform succession planning processes, and that leadership can act today to sustain Primex's culture in the future. Recommendations include Primex continue to hire for organizational values and culture fit, consider, and evaluate existing employees for internal succession, and build a formalized internal leadership development program to support the growth of existing employees for future vacancies.
dc.subjectCulture
dc.subjectLeadership
dc.subjectSuccession Planning
dc.titlePrimex manufacturing : culture informing strategic succession planning
dc.date.updated2020-04-21T19:01:36Z
dc.language.rfc3066en
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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