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)

Provides relevant data on the field of organizational development (OD) from a sample survey of Organizational Development Network members. The 165 respondents described their careers, satisfactions, stresses, training, and education. The survey suggested that OD may be an amorphous field with many transitory participants, not a profession. (JAC)

Describes an approach to team training based on behavior modification learning principles and describes how it differs from other learning approaches and from common practice. While the implications are strongest for off-site and classroom training, there are implications for process consultation with intact teams. (Author)

Addresses the potential effects of environmental education on corporate behavior and social and environmental impact by examining connections between human behavior and environmental problems, the role of the modern corporation, a behavioral theory of the firm, and corporate social responsibility. (DC)

Examines methods of reducing teacher burnout, including strong peer support systems, teacher participation in decisions that directly affect their job performance, flexible scheduling, provision of advancement opportunities, inservice training programs, fair wage scales, and the understanding of school administration. (CT)

In a society that rewards those who achieve success working alone and in competition with others, working effectively as part of a team is a constant challenge. (Author)

Described a statewide project to plan, design, and implement an ongoing training network for inservice education of professionals working in the field of aging. A system of interorganizational relationships has proven effective in bridging the gap between acquisition of knowledge and application in delivery of services and development of policy.…

Presents guidelines for human resource managers for addressing both company and worker needs in areas such as personnel research, organization and job design, and training and retraining. (Author)

Management by Objectives (MBO) should focus on objectives to be achieved and the establishment of objectives should involve participation between superior and subordinate. A process is described for facilitating the communications aspect of MBO through the use of a process consultant. (Author/MLF)