Determined differences between supervisor's self-perception of leadership style and subordinate's perception of that style. A significant difference was found between the magnitude with which supervisors perceived themselves as using the high task/high relationship style and the degree to which subordinates perceived their supervisors as using it.…

Shows how reorganizing the newspaper staff into autonomous work groups may improve individual job satisfaction. (RL)

Reviews the organizational elements model of Kaufman and English, which uses internal factors alone as the basis for planning, and argues for reversing its order of consideration to achieve more useful results; i.e., to start with outcomes (societal requirements) and then move back through outputs, products, processes, and inputs. (Author/JD)

The authors discuss ways to define a company's position on productivity, and explain productivity concepts. They describe a problem cause/solution set matrix with which to identify accurately the most probable cause of productivity problems. (SK)

A set of propositions on organizational stratification drawn from functional theory is examined. Data are used from 38 departments of a large university as well as from individual faculty survey responses. It is suggested that organizational features act as symbolic devices which inform others that a given organization is a competent member of its…

Addresses questions to deans of community services related to faculty, instructional and organizational development. Recommends 11 strategies for improving instruction through faculty orientations, faculty task forces, teacher resource centers, faculty survival guides, student service centers, mission and management councils, division newsletters,…

Librarians need to switch their identity from operating libraries to providing information services to constituencies of concern. Libraries need to be transformed through the discovery of new meaning, relevancy, and purpose. The process of the White House Conference is a pilot laboratory of a transformation process. (Author/SW)

Clearly defined goals are essential to the health and effectiveness of organizations. (JD)

A taxonomy of organizational states is described, ranging from least to greatest chance of potential success. For each, various strategies for administrative action are discussed. The paper concludes by addressing a number of important issues concerned with facilitating instructional technology in higher education. (Author/JEG)

Families are compared to work organizations from a systems perspective, establishing parallels in needs for change and growth. The theoretical underpinnings of Organization Development (OD) are discussed in light of their use in conceptualizing family therapy. From this viewpoint, the consultant role, systems diagnosis and OD interventions are…

The purpose of organization development (OD) is to improve an organization's effectiveness in making decisions and changes and to reach the full potential of its personnel. Objectives of OD and essentials for successful programs are listed. Definitions of essentials and how they add to the effectiveness of OD are presented. (Author/BEF)

Interorganizational development is the application of social science knowledge to the creation of planned, systematic and mutually beneficial cooperative relationships between otherwise autonomous organizations. This paper introduces the concept as a means of focusing attention on key action and research issues associated with interorganizational…

Reviews a diagnostic study conducted by a communication consultant within the George C Marshall Space Flight Center during the research and development of the Saturn V or "Moon Rocket". Participant observation and in-depth interview methodology yields information on organizational communication and systematic problems within a complex network. (MH)

Presents and compares the results of 1973 and 1975 analyses of the organizational development (OD) effort at a government research laboratory and assesses the laboratory's present organizational climate. Concludes that the OD program has been a qualified success that provides a viable model for other organizations. (Author)

A seven-step process can help people from different cultures understand each other's intentions and perceptions so they can work together harmoniously: problem identification, problem clarification, cultural exploration, organizational exploration, conflict resolution, impact assessment, and organizational integration. (JOW)