NotesFAQContact Us
Collection
Advanced
Search Tips
Showing all 8 results Save | Export
Peer reviewed Peer reviewed
Lundberg, Craig C.; Glassman, Alan M. – Group and Organization Studies, 1983
Describes the origins and developmental requirements of the Informant Panel, an inexpensive, time-efficient, retrospective method for obtaining consequently meaningful information needed to guide organizational change projects. The panel combines features of the Nominal Group and Delphi Techniques. (WAS)
Descriptors: Change Strategies, Delphi Technique, Evaluation Methods, Models
Peer reviewed Peer reviewed
Sims, David; Jones, Sue – Group and Organization Studies, 1981
Suggests that organizational development consultants should use more explicit representations of the problems they work on with client teams. Offers an approach to overcome difficulties and provides a strategy for intervening in the processes of problem definition in teams. (Author)
Descriptors: Change Strategies, Consultants, Feedback, Foreign Countries
Peer reviewed Peer reviewed
Cotton, Chester C.; Browne, Philip J. – Group and Organization Studies, 1978
Brings together empirically based information on organization development careers and personal knowledge of the field to synthesize a systems model of the OD career milieu. Main OD practitioner roles are identified as internal, full-time external, and university faculty/part-time external. (Author)
Descriptors: Administration, Career Change, Consultants, Models
Peer reviewed Peer reviewed
Marshall, Judi – Group and Organization Studies, 1982
Charts significant elements of organizational culture centering on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences on job performance, and managers' perceptions of freedom. Portrays two organizations in these terms, exploring factors that appear to have influenced their…
Descriptors: Administrator Attitudes, Comparative Analysis, Decision Making, Job Performance
Peer reviewed Peer reviewed
Shelhav, Moshe – Group and Organization Studies, 1980
Analyzes the strains that result from an intensive community renewal and development project that was accompanied by intensive process-and-outcome evaluation research. The case study, which took place in an Israeli kibbutz, illustrates a dynamic development of an alternative interaction model with split-role differentiation. (Author)
Descriptors: Case Studies, Community Development, Foreign Countries, Interaction
Peer reviewed Peer reviewed
Powell, Gary N.; Posner, Barry Z. – Group and Organization Studies, 1980
Managers need to be skilled at diagnosing the demands of a situation and flexible in selecting and implementing a change strategy tailored to the demands. A model for selecting appropriate change strategies is presented. (Author)
Descriptors: Administrative Problems, Administrators, Adoption (Ideas), Attitudes
Peer reviewed Peer reviewed
Kaufman, Roger – Group and Organization Studies, 1976
This paper helps identify the major varieties of organizational development models and methods and analyzes the characteristics of some. It proposes that most models are only descriptive and fail to offer the predictive and control aspects that are central to success. A predictive "synthesis" is offered. (Author)
Descriptors: Change Agents, Change Strategies, Improvement Programs, Models
Peer reviewed Peer reviewed
Nicoll, David – Group and Organization Studies, 1982
Addresses the subject of organizational termination, suggesting it is an appropriate concern for the field of organization development, and that present methodologies are inadequate to deal with it. Describes a consulting experience with one dying organization and experimental intervention strategies. Describes behavioral reactions of staff to…
Descriptors: Behavior Patterns, Behavioral Science Research, Change Strategies, Consultants