Suggests 10 ways that meaningful managerial behavior change can be brought about in dimensions such as leadership, initiative, planning and organization, judgment, independence, and delegation. (SH)

The interview with L. W. Lehr, President of the U.S. Operation of the 3M Company, presents a management view of the company's training and development activities. The activities are based on behavior modification programs and organizational development approaches. (EC)

An organizational workshop for staff members focused on organizational change through identification of problems, one-to-one communication, and the writing of contracts for behavioral change. Contract forming assists members to agree on definition of problems, to involve and commit themselves, and to define processes for change. (EA)

Even the best employees tend to reach plateaus and need consistent direction for their continued achievement. To be truly effective, job related training should include recognizable components which people feel will result in improvement of themselves as individuals. (EM)

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…