Author
Larry E. Pate
Bio: Larry E. Pate is an academic researcher from University of Queensland. The author has contributed to research in topics: Organization development & Organizational effectiveness. The author has an hindex of 3, co-authored 5 publications receiving 29 citations.
Papers
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TL;DR: In this paper, the authors examined thirty-eight research studies that were conducted on various aspects of organization development (OD) technology and compared them along eight dimensions, and argued that more systematic, longitudi nal research on OD is needed.
Abstract: This paper examines thirty-eight research studies that were conducted on various aspects of organization development (OD) technology. The studies are compared along eight dimensions. Problems associated with evaluating OD and the limited amount of OD research are discussed. It is argued that more systematic, longitudi nal research on OD is needed.
13 citations
TL;DR: In this paper, a life insurance firm undertakes a major program to integrate management development with organisational development as a change strategy to impact on all levels of employees, and the success of the overall effort has laid a foundation for improved future functioning.
Abstract: A life insurance firm undertakes a major programme to integrate management development with organisational development as a change strategy to impact on all levels of employees. The underlying objectives — improved planning, team effectiveness, resource utilisation, open communication — lead to much reduced “management by crisis” in the firm, and the success of the overall effort has laid a foundation for improved future functioning.
10 citations
01 Aug 1977
TL;DR: In this article, archive data (160 weeks) were collected before, during and after a major OD effort in an automotive manufacturing plant, and interventions, conducted with 200 production supervisors, were predicted to affect absenteeism, grievances, and quality of work of approximately 2,600 hourly employees.
Abstract: Archival data (160 weeks) were collected before, during and after a major OD effort in an automotive manufacturing plant. The interventions, conducted with 200 production supervisors, were predicted to affect absenteeism, grievances, and quality of work of approximately 2,600 hourly employees. Only limited support for the efficacy of OD was found.
6 citations
01 Aug 1976
TL;DR: In this article, the authors examined 37 research studies which were conducted on various aspects of Organization Development (OD) technology and compared problems associated with these studies along eight dimensions Problems associated with OOD technology.
Abstract: This paper examines 37 research studies which were conducted on various aspects of Organization Development (OD) technology The studies are compared along eight dimensions Problems associated wit
1 citations
TL;DR: The organizational transformation process represents a new phase of intervention styles because the underlying logic of the process compels the trainer or consultant to utilize very different paradigms regarding the global realities of organizations as mentioned in this paper.
Abstract: Organization training and development specialists have generally viewed themselves as somewhere along a segmented continuum. At one end were trainers in management development and at the other end were organization development practitioners. In some cases, these two development processes were integrated; however, more often than not, those involved found themselves in somewhat different camps, each operating in relative isolation. During the last decade, a relatively new dimension generally known as “organizational transformation” has been added to this continuum. The “organizational transformation” process represents a “new” phase of intervention styles because the underlying logic of the process compels the trainer or consultant to utilize very different paradigms regarding the global realities of organizations. There is an evolving development continuum incorporating highly compatible and indeed potentially synergistic MD‐OD‐TRANS processes. Provides a preliminary framework for understanding the differ...
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TL;DR: The authors employed meta-analytic procedures to evaluate the potential validity of a model of planned organizational change and derived hypotheses about the relationships among plan-based organizational change models based on the meta-analysis.
Abstract: This study employed meta-analytic procedures to evaluate the potential validity of a model of planned organizational change. Hypotheses derived from this model focus on the relationships among plan...
230 citations
TL;DR: Organization development is a change strategy for organizational self development and renewal as mentioned in this paper, which has been used in schools over the past 15 years and has been widely different images of what OD is, and widely different claims made for its value or worthlessness.
Abstract: Organization Development (OD) is a change strategy for organizational self development and renewal. Adapted from business settings, it has been used in schools over the past 15 years. There are widely different images of what OD is, and widely different claims made for its value or worthlessness. The field of OD in education is badly in need of stock taking. In this review we assess the state of the art of OD in four respects: (1) critiquing and clarifying the values, goals, and assumptions of OD in general and as applied to education; (2) identifying and analyzing the various models and operating characteristics of OD in practice (conditions and strategies affecting its initiation, implementation, and continuation); (3) assessing the impact or outcomes of OD on achievement, productivity, and attitudes; and (4) reconsidering OD’s future, and suggesting policy implications for educational agencies at different levels.
152 citations
117 citations
TL;DR: A broad-based review of management development is presented in this paper, which will pull the material together, give shape to it, evaluate it, draw out its implications and draw out the implications.
Abstract: Interest in management development is mushrooming. The number of articles which address different aspects of it are likewise increasing apace. This has heightened the need for a broad‐based review which will pull the material together, give shape to it, evaluate it and draw out its implications. In this, the first of a two‐part article, this task is commenced.
66 citations
TL;DR: In this second and concluding part of an extensive review of management development literature, attention is directed to studies which have sought to describe and explain how managers are in fact made and to studies that have emphasised the contextual aspects of the process.
Abstract: In this second and concluding part of an extensive review of the management development literature, attention is directed to studies which have sought to describe and explain how managers are in fact made and to studies which have emphasised the contextual aspects of the process The review is concluded with an overall assessment of the management development literature – its strengths and weaknesses – and with an analysis of the implications which this assessment carries for the conduct of future research Crucial gaps are identified, not least of which is a general failure to locate descriptions of particular management development initiatives within the context of other ways in which the management stock is enhanced, replenished and managed Another major shortcoming which is singled out as requiring urgent attention is the failure to place management development accounts and prescriptions within the wider context of organisational characteristics
40 citations