Organizational development (OD) and its future are discussed. Examines database implications about OD's applications. Reports an effort to transcend the limitations of the literature, based on a very intensive search for OD applications in both business and government contexts. (CT)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (CT)

Management, consultants, and organization development specialists are provided a method for examining an organization in terms of its power, powerlessness, and power games. Emphasis is on building on existing power and reducing perceived or real states of powerlessness and subsequent power games. (Author/EA)

The article discusses the Japanese Ringi method of change (a habitual response automatically applied to most any change which a Japanese organization can make, whether it is in the financial, technological, or human resources areas) and how it can be of value in looking for an improved management process. (Author/BP)

In a study designed to investigate methods for developing people in a corporate setting, data were collected from 258 male managers. Results indicate that mentoring is a significant predictor of career success for fast-track employees as well as for the steady-track form of career success. (CH)

Tells how to launch an organizational development effort when a firm cannot afford a complex program. Gives a basic format for approaching organizational development. (Editor/DR)

While articles written about quality circles are always positive, there are negative aspects to such programs, and there have been programs which have failed. This article describes the advantages and disadvantages of Quality Circle Programs. (JOW)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

OARTA (Organization Analysis with Results Using Transactional Analysis) is a way of thinking designed to resolve problems and reach goals through action-oriented research and analysis--a learning experience in which members of an organization can develop themselves and their organization. (ABM)

Author explains organization development and tells why individually-oriented training is ineffective unless integrated within the context of an overall organization improvement. (Author/SP)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

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 organizational development strategy of the W. T. Grant Company, an overlapping group teamwork approach, is directed toward accountability, planned change, individual recognition, experience-based behavior, group morale, smooth information and communication flow, and decision making. (EA)