The role of the organization development (OD) practitioner is evaluated based on their activities in the area of management. Changes in the OD role are suggested: (1) a more results-oriented approach, (2) "I'm OK--You're OK" methods, (3) program start-up improvements, and (4) improved followup planning. (EC)

While most organizational development consultants agree that managers are the real change agents, the profession has been slow to actively prepare managers to create and manage change. This article identifies barriers to helping the manager and offers guidelines for more effective consultant behavior. (LRA)

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)

Considers the elements of organizational effectiveness, the relationships between ends and means, and the nature of inputs necessary to the organization's survival. Presents hypotheses for industrial, educational, and military organizational planning processes and training technology, and suggests changing planning focus from inputs to outcomes.…