Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

This paper outlines some of the general characteristics of current LEA (Local Educational Agency)-inspired self-evaluation schemes and suggests that they may be usefully viewed from an organizational development standpoint. The construction and use of a self-evaluation instrument which was informed by such a perspective is briefly described.…

Describes the development of Communist youth groups, the Young Pioneers, in Siberia during the 1920s and 1930s. The youth organizations became increasingly associated with the schools in promoting socially useful work. The press reinforced their popularity and stimulated student militancy. (AM)

The performance of 43 library work groups was assessed by means of supervisor's ratings. Characteristics of the groups' tasks, membership, leadership, structure, and process were measured by averaging their members' responses to factor of the Work Group Survey. The implications for both organization theorists and change agents are discussed.…

Summarizes the open questions that must be answered by researchers if practioners of interorganizational development are to have adequate planning-and-action guidelines. Suggests the questions should help practitioners become more sensitive to potential action considerations that may require special thought and attention until a firmer knowledge…

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…

Presents a method for holistic organizational analysis that provides developers with a rationale to obtain data and decision bases for successful internal and extraorganizational intervention and change. The analysis, based on the Organizational Elements Model, relates organizational resources, efforts, results, and organizational impact. Presents…

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

The goals of organization development in higher education are to improve the quality of work life for faculty and staff and to improve the effectiveness of the institution in facilitating student development and learning. (Author)

A college president describes the qualities that make an effective leader: the abilities to make decisions, take criticism, trust the staff, inspire the confidence of trustees, persuade faculty, provide an example for students, articulate the vision of the institution, and to be human. (Author/MSE)

Suggestions are made for American Health Association members in starting a state association in those areas where they are presently lacking. (JD)

This model is based on considerations of formulation of political goals, a situational-power audit, identification of political targets, power tactics of the change agent and internal change unit, and monitoring of the change process. This should help increase the probability of successful change. (Author/BEF)

The author states that organizations should take on the task of preparing employees for the emotional upheavals that can accompany retirement because doing so pays off for both the company and the employee. He discusses adjustment problems and suggests content for sessions in a preretirement program. (MF)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

Sociometric analysis, using job similarity, task influence, and work interaction instruments, can be used to collect and feed back information for better understanding of the functioning of specific organizations. (JD)