Charts significant elements of organizational culture centering on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences on job performance, and managers' perceptions of freedom. Portrays two organizations in these terms, exploring factors that appear to have influenced their…

Studied differences in job satisfaction between professionals and administrators. Administrators (N=44) and health-care professionals (N=105) completed questionnaires addressing organizational climate, role conflict, role ambiguity, functional influence, and job satisfaction. Results found several differences and suggest that differential…

Reports a team development intervention with a squadron at the U.S. Air Force Academy. Results indicated that the intervention positively influenced both climate and performance variables. Discusses results in the context of current skepticism about the utility of process interventions for effecting lasting improvement in organizational…

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.…

Addresses the subject of organizational termination, suggesting it is an appropriate concern for the field of organization development, and that present methodologies are inadequate to deal with it. Describes a consulting experience with one dying organization and experimental intervention strategies. Describes behavioral reactions of staff to…