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Workman, Michael – Human Resource Development Quarterly, 2003
Call center staff answered calls in 4 treatments: alignment job design (n=35), autonomous work teams (n=35), high-involvement work processes (n=43), and controls (n=36). Job satisfaction improved in alignment job design and high-involvement treatments, most significantly in the latter. Skill level and attitude toward autonomous work might have…
Descriptors: Intervention, Job Development, Job Satisfaction, Organizational Development

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

Woodman, Richard W. – Group and Organization Studies, 1980
T-groups methodology plays an important role as an experiential learning approach both within and outside of organizational settings. An understanding of differences and similarities between T-group training and team development is critical for communication and for intelligent decisions concerning their utility in organizational development…
Descriptors: Behavior Theories, Communication (Thought Transfer), Intervention, Organizational Development

Neuman, George A.; And Others – Personnel Psychology, 1989
This meta-analysis examined effects from 126 studies that used organizational development (OD) interventions to modify satisfaction and other attitudes. Multi-faceted interventions were found to be more effective in modifying satisfaction and attitudes than were OD interventions that used a single technique. Team building and lab training were the…
Descriptors: Intervention, Meta Analysis, Organizational Change, Organizational Development

Wigtil, James V.; Kelsey, Richard C. – Personnel and Guidance Journal, 1978
This article focuses on team building as a consulting intervention designed to influence the learning environment. The purposes of teaming are facilitating problem solving; maximizing the utilization of skills, competencies, interests, and resources toward organizational goals; improving the planning and decision-making process; and providing a…
Descriptors: Consultation Programs, Cooperative Planning, Counselor Role, Decision Making

Boss, R. Wayne; McConkie, Mark L. – Group and Organization Studies, 1981
Examines a confrontation team-building intervention that was highly successful in building the supervisors into a unified group. Evaluation indicated the team became the most important variable with little consideration given to the rest of the organization, resulting in the whole organization being severely crippled and having to be rebuilt.…
Descriptors: Group Dynamics, Group Unity, Intervention, Management Teams
Mason, James L.; Young, Thomas M., III – 1990
This guide assists in establishing a collaborative unit or a task group to deliver services to children and youth with serious emotional disabilities and their families. The guide is not intended to be an exhaustive manual, but does address the primary activities of professionals using interagency collaboration to establish comprehensive systems…
Descriptors: Agency Cooperation, Child Advocacy, Community Resources, Delivery Systems
Sange-Walters, Peggy; And Others – 1987
A collaborative approach to solving school problems in Maryland emphasizes planned change through organization development processes. Organization development, a process of planned improvement in overall functioning, strives for sustained capacity in problem-solving by communication, goal-setting, conflict resolution, and commitment. The…
Descriptors: Change Strategies, Cooperative Planning, Cooperative Programs, Demonstration Programs