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)

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)

In the field of organizational development, it is almost self-evident that an intervention or change action comes after a period of data gathering and/or analysis of the organization. This article explores how a manager can determine what actions to take following an organizational diagnosis. (LRA)

Emphasizes the importance of recognizing and managing the stress produced by organizational development and encourages practitioners to acknowledge stress management as an important organizational development skill. (LRA)

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)

The authors argue that organizational development (OD) has evolved as one response to the need for strategies and approaches to planned change. The "stream analysis" approach presented here can be used to understand and plan the change process. This approach can facilitate insight into the state of the change process, before and after…

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.…

The author states that the classical authoritarian organizational model and managerial style are being replaced by participative and matrix forms of corporate activity. He focuses on setting tomorrow's norms in human resource development. (CT)