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)

Discusses myths about the Japanese management styles; what the West can learn from the Japanese; the concept of nonlinear management; and training modules which teach self-discipline, tolerance, and nonlinear management. (CT)

Describes "Take Five," a group brainstorming activity that can be adapted to different time constraints, numbers of participants, and types of participants. Gives examples of uses to which the technique can be put. (SK)

Defines self-managed work teams as small groups of co-workers who share tasks and responsibilities of a well-defined segment of work. Discusses internal and external leadership, the role of the administrator, the coach, and the advisor, and organizational considerations. (JOW)

Successful team building depends on the presence of four fundamental concepts of group behavior: (1) shared knowledge, vocabulary, and level of sophistication; (2) shared territory; (3) similar status; and (4) shared access to communications networks. (SK)

The author examines a team development approach to management that creates shared commitments to performance improvement by focusing the attention of managers on individual workers and their task accomplishments. It uses the "high-performance equation" to help managers confront shared beliefs and concerns about performance and develop realistic…

The author highlights the enormity of waste due to ineffective business meetings, and describes techniques behavioral scientists have developed to cope with this perennial problem. A case study dramatizes how the techniques are applied. (Author)

After pointing out that the concept of competition lies at the roots of our economic system, the author points out that competition is not always a good thing. (Editor)

An organizational development activity called "intergroup meeting" is discussed in terms of its format and its effectiveness in an organization. (BP)

Self-directed teams (SDTs) are small groups of employees responsible for an entire work process or segment, expected by some to be the workplace wave of the future in terms of organization and peak performance. SDTs work to improve their operation or product, plan and control their work, and handle day-to-day problems. (JOW)

Describes a line manager's successful attempt to design an autonomously run plant. The author discusses the assembly of a team of workers to develop the plant, product design, characteristics of the team members, the employee reward system, role of the plant manager, and the manager's evaluation of the plant's success. (CT)

True professionals develop and create together a better future by their human endeavors in synergy. They must operate comfortably in two cultures--the industrial culture which is disappearing, and the superindustrial or cyberculture which is emerging. (CT)

Discusses the role of teamwork in an American corporation: the role of team leadership in problem solving, training, and facilitating team interaction; showing team achievement to gain management support; commitment to the individual; shared leadership; and reward systems. (CT)

HRD (human resources development) is tackled by the author, who argues against HRD's psychological construct; the assumption that for every problem, there is a theoretical and workable solution; teamwork as opposed to individualism; listening as a discrete skill; if it's Japanese, it's better; and HRD's theory of leadership. (CT)