Development and Implementation of a management by objectives system is examined. Cited is the Oklahoma experience which has shown management by objectives to be an effective management system for the State Department of Vocational and Technical Education. Planning, decisions, evaluation, goals and stumbling blocks of program implementation are…

Authoritarian management from above can no longer impose controls on subordinates. Participative management is now essential to improve organizational efficiency, release individual and group initiative, and make a fundamental improvement in the climate of British industrial relations. (MS)

Warren Bennis discusses the field of organization development and its needs, applications, unresolved problems, and future. (LRA)

Reviewing the development of organizational development (OD) since 1969, the author describes the emerging values and historical perspectives of the field, provides a cross-section of processes and theories, and clarifies the changing relationship between the organizational development and human resource development fields. (LRA)

From a 1977 survey of twelve administrators who successfully use a management-by-objectives (MBO) method, the author lists twenty-seven steps for company management to take in setting their organizational goals. (MF)

This article draws on the experience of such firms as People Express, General Motors, and Digital Equipment Corporation to illustrate successful transition from quality circle participation to full participation in management. (CT)

Reviews current organizational development and training practices in two articles of a special section. The first compares OD philosophy with McGregor's integrative approach. The second article discusses contributions OD practice can make to theory, including modifying existing theories, addressing new problems, and exploring the internal logic of…

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)

Reviews organizational development as a management system, stating that a content-oriented or task-requirements approach may be an appropriate intervention to help managers learn process training. Suggests a career development or management system study by a consultant for organizational development training. (MF)

Three intervention schemes for diagnosing management development needs are examined: one for formal management systems, one for management training to accompany such systems, and the third examining different institutional change strategies. The general management development model is derived from research on developing institutions. (MSE)

Points out why jobs are so demarcated between levels and then explains and illustrates the way jobs between the various levels are differentiated on the basis of unique results and contribution. (Author)

The management development program should respond to diagnosed needs of current and relevant data; the man responsible for it must have a variety of skills, and be able to gather data, analyze it, and intervene in the management process at the right moment with the right methods. (Author)

The Office of Health Services Education and Research at Michigan State University has clarified the functions of planning, organization, coordination, monitoring, and assessing instructional development projects. Each management function can be applied to the process of instructional development in order for the manager to achieve several…

The last few years have seen developments in the academic treatment of operations management which both broaden the subject to include a much wider range of industries in the nonmanufacturing sectors and place the operations function in a more strategic context. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England) (SSH)

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…