Examines the Quality Circle concept, which is a management plan in which workers meet in a small group to identify, analyze and provide solutions to problems in their work area. As these groups implement their solutions, they can cause increased production, cost containment, reduction in turnover, and improved attendance. (CT)

Describes a rationale, instrument, and methodology to improve the practice of organization needs analysis. The approach involves the author's "career of the organization" exercise for the trainer's use in identifying organization problems and in conceptualizing the nature of needs-analysis problem solving relating to both individual and…

Outlines a methodology that enables managers to translate the basic principles of human resource strategy into pragmatic and concrete action programs. The methodology includes providing framework for strategic decision making; ensuring linkage between corporate, business, and human resource strategies; conducting audit of the human resource…

The authors studied 50 organizations to find which have the most successful career development programs and why. The results are codified into 12 principles, including stay specific, tailor program to culture, build from a conceptual base, formalize, design multiple approaches, co-design and manage the project, ensure top management support, and…

The author describes a comprehensive career development system implemented by Coca-Cola USA. The system's objectives are (1) to promote from within, (2) to develop talent for the future, (3) to make managers responsible for development efforts, and (4) to make individuals ultimately responsible for their development. (CH)

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…

The authors discuss ways to define a company's position on productivity, and explain productivity concepts. They describe a problem cause/solution set matrix with which to identify accurately the most probable cause of productivity problems. (SK)

A guide for organizational development specialists, this model for productivity improvement proceeds through six stages: awareness of needs, entry of specialist, data collection, problem identification, action planning, and implementation of solutions. Examples of specific activities for each stage are provided. (SK)