Obstacles remain, but behavioral and managerial science techniques to improve the functioning of schools are steadily gaining momentum. (Editor)

Presents a theoretical discussion analyzing and explaining the use of group methods in feeding back diagnostic data to organizations, illustrating a new peer group--intergroup model with a study of senior officers at a bank. (Author/JM)

Organizational Development (OD) projects assist schools in clarifying communication, establishing clear goals, solving conflicts, improving meetings, and making decisions. (Author)

This first part of a two part series describes the activity of the York County (Canada) Board of Education's Organization Development Unit, designed to provide assistance for individuals or groups so that they may improve their own effectiveness. (Author/JH)

Establishing a human resource development (HRD) program for HRD practitioners frequently results in problems of organizational change. The author has applied the theories of three contemporary sociologists--Talcott Parsons, Lewis Coser, and Peter Blau--to a hypothetical case study of an HRD consulting firm faced with developing its own human…

Managerial processes used in developing programs to improve an institution's public image are outlined, drawing on both theory and experience in college administration and public relations. Eight case studies provide illustrations. A five-stage managerial plan is presented. (MSE)

H. S. Bhola's CLER (configurations, linkages, environments, resources) Model was used to plan major changes in a large metropolitan police department. Changes involved staff development, occupational socialization, performance evaluation, and result-oriented management. The model provided a satisfactory theoretical framework for analyzing…

This article describes a step-by-step process that will help to increase the odds that career development efforts will be tuned into the current pulse of the organization and can be used repeatedly to respond to future directions. (SSH)

The authors argue that organizational development (OD) has evolved as one response to the need for strategies and approaches to planned change. The "stream analysis" approach presented here can be used to understand and plan the change process. This approach can facilitate insight into the state of the change process, before and after…

Assessed comparatively the state of the art of evaluation of four major organization development (OD) intervention types--laboratory training, survey feedback, team-building and process consultation. Analyzed 67 studies along the following dimensions: evaluator characteristics, subject characteristics, and methodology/design characteristics.…

Louisiana State University applied a wholistic philosophy to its computer applications development. The new standards provide a step-by-step plan for the entire application process, from initiation to implementation and maintenance; list required deliverables instead of rules; and allow the programer and analyst flexibility to exercise technical…

Examines the development and activities of the National Institute for Staff and Organizational Development. Discusses four tenets for staff development initiatives: build credibility through face-to-face encounters; supplement personal encounters by a regular flow of information; build an internal staff development network; and encourage…

Explores primary prevention as an integral part of community mental health practice. Considers the impact of primary prevention on the fundamental tasks of mental health administrators. Suggests ways of overcoming anticipated dilemmas. (RC)

This article explores indicators which will reveal if organizations are ready to deal with the change implied in undertaking a quality circle (QC) program. It discusses characteristics of successful QC programs and lists readiness indicators which include internal project staffing, openness from management, time commitment, and financial…

Conducted a management and organization development program in eight mental health agencies. Describes the stages and activities of this 18-month effort and the results of its evaluation. There were significant, positive results for almost all the participating management teams as well as for their organizations. (Author)