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Showing papers in "Group & Organization Management in 1979"


Journal ArticleDOI
TL;DR: In this paper, the authors integrate the concept of power with situational leadership by relating the perception of a leader's power bases with various leader ship styles, and propose a new instrument, the Power Perception Profile (PPP).
Abstract: This article integrates the concept of power with situational leadership by relating the perception of a leader's power bases with various leader ship styles The sources of power are identified; situational leadership is reviewed; and a new instrument, the Power Perception Profile, is de scribed and discussed Maturity levels are defined, and their relation ships to power sources and leadership styles are discussed

284 citations


Journal ArticleDOI
TL;DR: In this paper, the authors identify two fundamental change strategies, incremental and transformational, and the relationship between them, describes the circumstances appropriate for each strategy, and suggests that each strategy is suitable for each scenario.
Abstract: This paper identifies two fundamental change strategies, incremental and transformational, and the relationship between them, describes the circumstances appropriate for each strategy, and suggests...

36 citations


Journal ArticleDOI
TL;DR: In this article, an organization development program for edu cational systems and an experiment conducted to assess its impact on elementary schools and their teaching staffs is described. But the OD program was designed to establish collective decision-making structures in schools and to initiate survey feedback and group problem-solving at the faculty level.
Abstract: This paper describes an organization development program for edu cational systems and reviews an experiment conducted to assess its im pact on elementary schools and their teaching staffs. The OD program was designed to establish collective decision-making structures in schools and to initiate survey feedback and group problem-solving proc esses at the faculty level. The program was implemented in seven randomly selected schools and evaluated within the framework of a four-group experimental design. Evaluation results indicated that the program was generally successful in establishing collective structures and increasing the perceived adequacy of collective decision processes in the experimental schools. Additionally, the program led to a variety of faculty-initiated changes and improved teachers' attitudes toward im portant aspects of their work environment.

17 citations


Journal ArticleDOI
TL;DR: In this article, only two papers are addressed directly to clients, accounting for less than twenty pages of this book, and they are extremely good and include many &dquo;classics.
Abstract: as only two papers are addressed directly to clients, accounting for less than twenty pages of this book. Not that the papers are not good-in general, they are extremely good and include many &dquo;classics&dquo; such as Rogers’ &dquo;Characteristics of a Helping Relationship,&dquo; Gibb’s &dquo;Is Help Helpful?&dquo; and Glidewell’s &dquo;The Entry Problem in Consultation.&dquo; The articles chosen are generally nontechnical and usually not too jargonistic ; most make sense, which is the crucial test for a book of what is intended to be basic commonsensical information.

16 citations


Journal ArticleDOI
TL;DR: In this paper, the authors focus on the importance of consultant and client gender in the context of management consulting and find that women are viewed as performing less credibly with clients than are their male counterparts.
Abstract: The present paper is part of a larger study to determine problems of concern to consultants; this study focuses on the importance of consultant and client gender. Survey data were gathered from management con sultants in the Los Angeles area. Data indicated that male and female consultants are approximately the same in training, interests, strategies, and other background aspects; despite comparable credentials, women are concentrated in the lower ranks of consulting firms. Some data also suggest that women may have more difficulty establishing their own firms. Women are viewed as performing less credibly with clients than are their male counterparts, although this effect appears to be minimized with female clients. Overall, despite their preparation for management consulting, women appear to be experiencing substantial discrimination when enter ing the field.

15 citations


Journal ArticleDOI
TL;DR: The so-called &dquo;great man&dqd qdqda; theory of leadership is now pass6. The trait theory is also history as mentioned in this paper.
Abstract: The so-called &dquo;great man&dquo; theory of leadership is now pass6. Calling it &dquo;great person&dquo; would make the theory more au courant, but it would still lack validity. The trait theory, which no doubt evolved from &dquo;great man&dquo; thinking, is also history. In human resource development, the debate currently is between those who argue for a normative approach to the development of leaders-one best way (Blake & Mouton, 1978)-and the situationalists or contingency theorists (Hersey & Blanchard, 1977)-it all depends. There is also debate, or certainly strong criticism, about leadership research. The critics say that empirical studies on leadership have yielded very little (McCall & Lombardo, 1978).

14 citations


Journal ArticleDOI
TL;DR: In this article, a review of empirical work dealing with management by objectives (MBO) is presented, which summarizes the major findings of the research and suggests observations regarding the implementation and maintenance of MBO programs.
Abstract: This review classifies, according to levels of empirical rigor, the empirical work dealing specifically with management by objectives (MBO) and it summarizes the major findings of the research and suggests observations regarding the implementation and maintenance of MBO programs. No previous classification or system of organizing the empirical studies of MBO (management by objectives) has been published. The task of relating one study to the next or one study to the whole has been neglected. Because the claims of individual researchers are seldom compared, they remain largely unconfirmed. Consequently, conflicting opinions and conclusions confuse researchers and practitioners. For example, some researchers (Raia, 1965, 1966; Tosi & Carroll, 1970a) report that MBO will increase an employee’s sense of motivation, and others, equally confident, claim that it will not (Dyer

14 citations


Journal ArticleDOI
TL;DR: In this article, the authors explore the current OD assessment milieu and propose a model to help clarify assessment, and propose guidelines to enhance the assessability of potential change activities to improve the ability of change agents to assess the process effectively.
Abstract: In order for planned organizational change to advance in both theory and practice, there must be a concomitant advancement in the willingness and ability of change agents to assess the change process effectively. This paper explores the current OD assessment milieu and proposes a model to help clarify assessment. Each feature of the model is defined, and charac teristic problems are discussed in light of current methods and theory. As a means of summary, guidelines are proposed to enhance the assessability of potential change activities.

13 citations


Journal ArticleDOI
TL;DR: The appropriateness of organizational-change-and-development inter ventions is a function of change-agent orientation, existing organi veational conditions, and employees' perceived ideal organizational conditions.
Abstract: The appropriateness of organizational-change-and-development inter ventions is a function of (a) change-agent orientation, (b) existing organi zational conditions, and (c) employees' perceived ideal organizational conditions. Research evidence on organizational change and develop ment is used to support points "a" and "b." It is argued that perceived ideal organizational conditions are important to change agents because this information provides an indication of organizational members' pref erences. Because the success of organization development depends on employee participation and acceptance, ascertaining the ideal should be of benefit in organizational diagnosis. Data obtained from two different samples indicate that perceptions of the ideal are related to perceptions of existing conditions. Arguments for using the ideal in conjunction with existing organizational conditions are made. In some instances this in formation may suggest coordinating different interventions within an overall OD program in o...

10 citations


Journal ArticleDOI
TL;DR: In this article, the authors argue that conflict is an unavoidable but potentially productive part of human behavior and that conflict can lead to satisfaction with goals attained, more creative "solutions", and enhance creativity.
Abstract: Conflict is an unavoidable but potentially productive part of human behavior. When managed effectively, conflict can lead to satisfaction with goals attained, more creative "solutions," and enhance...

9 citations


Journal ArticleDOI
TL;DR: In this article, the authors identify some of the major external and internal variables in the literature that affect the performance of corporate and public-sector organi cation systems, respectively.
Abstract: Important differences exist between corporate and public-sector organi zations. This article begins by identifying some of the major external and internal variables in the literature that affect pu...

Journal ArticleDOI
TL;DR: A series of consultant omissions and errors is traced over the course of a five-month organization development (OD) project that was terminated by top management.
Abstract: A series of consultant omissions and errors is traced over the course of a five-month organization development (OD) project that was terminated by top management. Although some positive results were obtained, only the major problems and flaws are examined in detail here. Most of the defects in the OD process could have been avoided had the consultants had a better understanding of the fifteen pitfalls discussed. The primary problems center on diagnosis of the system, the development of client expectations, and effective communication between the consultant group and top managers.

Journal ArticleDOI
TL;DR: The facilitator's manual as discussed by the authors is a fifty-two-page staple-bound three-hole punched little booklet that retails for $50 and includes a copy of the bibliography, which is out of date, occasionally inaccurate, and, along with the footnote references in the text, includes too many readings that a manager would find hard, if not impossible, to obtain.
Abstract: or very bad shape I think that any programmed approach has a good chance of blowing up, especially when it is aimed at uncovering the problems directly and in detail. Thus, I would limit my approval of this program to groups that are appropriate development (rather than treatment) targets. Finally, I must sadly report that I cannot recommend this program for even such cases as just described. The cost is simply unreasonably high. For 184 pages in a mediocre-quality three-ring looseleaf binder, I feel $75 is an outrage, especially when the authors and publisher clearly expect every team member to buy a copy. Even worse, though, is the facilitator’s manual, a fifty-two-page staple-bound three-hole punched little booklet that retails for $50. (It also includes a copy of the bibliography, which is out of date, occasionally inaccurate, and, along with the footnote references in the text, includes too many readings that a manager would find hard, if not impossible, to obtain.) In summary, the authors have produced a good package that, when appropriately applied, could have meaningful benefits for some work teams. Unfortunately, it is priced for far more than it is worth.

Journal ArticleDOI
TL;DR: In this paper, the authors focus on how clients' perceptions of consultants' motivation and behavior affect clients' reactions to consultation and find that clients demand a certain balance between personal sup port and understanding on the one hand, and expertise, guidance, and decisiveness on the other.
Abstract: This paper focuses on how clients' perceptions of consultants' motivation and behavior affect clients' reactions to consultation. Eighty psychology students formed forty role-playing dyads. Each dyad played two types of consultation: person-oriented and problem-oriented. An analysis of "clients"' post-consultation questionnaires showed that, in the problem-oriented situation, perception of typical person-oriented vari ables has the strongest effect on reaction and vice versa. Results suggested that clients demand a certain balance between personal sup port and understanding on the one hand, and expertise, guidance, and decisiveness on the other. When the situation is loaded with one element, clients' reactions are determined by the presence of the other element. This phenomenon is discussed in relation to similar findings, especially in the area of leadership.

Journal ArticleDOI
TL;DR: Four recommendations are made to enhance positive outcomes: units should be insulated from externally imposed requirements that tend to disrupt the ongoing process of the survey-feedback program, and methods need to be developed to ensure the vital commitment of first-line supervisors to the intervention program and to reduce the threat they experience in participatory modes with subordinates.
Abstract: The authors report problems they experienced during a rigorous evalua tion of an organization development intervention in a military setting. Army internal consultants introduced survey feedback as an intervention to improve work efficiency, general and specific job satisfaction, and working relationships in engineering companies of the U.S. Army. The authors evaluated the success of the consultants' interventions against the goals they set out to achieve. Four recommendations are made to enhance positive outcomes: (1) units should be insulated from externally imposed requirements that tend to disrupt the ongoing process of the survey-feedback program; (2) a standardized instrument needs to be developed to diagnose problems within units accurately; (3) interven tions should be conducted with a team concept in which one person serves as internal consultant to the client system, while a second serves both as an evaluator of the effectiveness of the intervention and as a shadow consultant; and (4) methods ne...


Journal ArticleDOI
TL;DR: In this paper, the authors argue that the purpose of organization development is to improve an organization's effectiveness in making decisions and changes and in reaching the full potential of the person in an organization.
Abstract: This study indicates that the purpose of organization development (OD) is to improve an organization's effectiveness in making decisions and changes and in reaching the full potential of the person...

Journal ArticleDOI
TL;DR: In this paper, twelve scales describe different aspects of leadership behavior, defined as follows: Representation: acting to represent the group. Demand Reconciliation: behavior that helps create order when one is faced with conflicting demands of tasks or system needs. Persuasiveness: ability to argue convincingly and effectively.
Abstract: Scales: Twelve scales describe different aspects of leadership behavior, defined as follows: Representation: acting to represent the group. Demand Reconciliation: behavior that helps create order when one is faced with conflicting demands of tasks or system needs. Tolerance of Uncertainty: does not appear anxious when faced with uncertain conditions. Persuasiveness: ability to argue convincingly and effectively. 1 nitiation of Structure: defining roles and tasks; giving directions.

Journal ArticleDOI
TL;DR: The authors investigated the relationship between the establishment of pregroup goals and post-group assessment of progress toward goals in ten-week counseling groups in a natural agency setting and found that the progress-toward-goal post-test revealed more progress on top-ranking goals than on other goals.
Abstract: The relationship between the establishment of pregroup goals and post- group assessment of progress toward goals was investigated in ten-week counseling groups in a natural agency setting. For purposes of analysis, 198 group participants were categorized by their selection of three top goals, with interpersonal-relationship and self-confidence goals deter mining the category. The progress-toward-goal post-test revealed more progress on top-ranking goals than on other goals. Less obtrusive seman tic differential scales revealed no differences on post-tests mediated by pretreatment goal selection, but there was across-category gain on the semantic differential post-tests.

Journal ArticleDOI
TL;DR: The youth movement of the Sixties had numerous repercussions on American society, including the development of organizational ar chetypes comprised of hotlines, free clinics, and runaway houses as mentioned in this paper.
Abstract: The youth movement of the Sixties had numerous repercussions on American society, including the development of organizational ar chetypes comprised of hotlines, free clinics, and runaway houses. Greatly neglected in historical narratives of the Sixties and in organizational analyses, these organizations developed in response to the unique needs of the Sixties' subculture. The environmental factors that precipitated their growth had a direct bearing on their ideology and early structure. With the dissipation of the youth subculture in the early to mid-Seventies, changing environmental factors influenced changes in the basic structure of these organizations. Their survival and growth is indicative of success ful adaptation during this period of change. The development and growth of these programs are traced in the light of environmental factors. The later effects on the organization's structure are also reviewed.

Journal ArticleDOI
TL;DR: In this paper, the authors report that predictable affec tive responses are evoked during each phase of a generic problem-solving process: needs assessment (hopeful, energetic); goal setting (confusion, dissatisfaction); action planning (involvement, accomplishment); im plementation (stage fright, joy); evaluation (pride, sadness).
Abstract: Problem-solving procedures and processes are a major concern to people working with groups and organizations. Some attention has been paid to the phases and steps involved. The authors report that predictable affec tive responses are evoked during each phase of a generic problem-solving process: needs assessment (hopeful, energetic); goal setting (confusion, dissatisfaction); action planning (involvement, accomplishment); im plementation (stage fright, joy); evaluation (pride, sadness). There are also particular interventions that a consultant or leader can make that are helpful in relation to the task and affective climate; these vary from phase to phase relative to the affective climate.

Journal ArticleDOI
TL;DR: The authors of as mentioned in this paper were part of a group touring the People's Republic of China in the fall of 1978, before the startling news that China and the United States had established diplomatic relations.
Abstract: The authors were part of a group touring the People's Republic of China in the fall of 1978, before the startling news that China and the United States had established diplomatic relations. This provided an opportu nity for them to participate in a number of industrial and business projects and to learn how Chinese management seeks to motivate pro ductivity. Business contacts were made in four major cities, and a number of discussions were held with third-country nationals engaged in busi ness in China on a day-by-day basis. Different facets of the motivation effort were examined: the ideology of hard work, the manner of evaluat ing it, techniques of exerting pressure to increase it, and the approaches used to reward the greater productivity of one person over another. A number of factors are similar to motivational practices in the United States and Western Europe, and some are strikingly different from what would be regarded as acceptable in the Western World.

Journal ArticleDOI
TL;DR: In this article, the effects of task-oriented and non-task-oriented communication on group outcome and visual impairment on intragroup and intergroup communication in competitive situations were investigated.
Abstract: This study investigated the effects of: (1) task-oriented communication and non-task-oriented communication on group outcome and (2) visual impairment on intragroup and intergroup communication in competitive situations. Forty-eight male and female subjects participated in the Pris oner's Dilemma game. The results showed that the amount of task- oriented interaction was significant in determining goal accomplishment, while the non-task-oriented interaction was not significant in determining the outcome. Also, it was found that the intragroup verbal interaction was significantly impaired by visual barriers. These results are discussed in relationship to group dynamics.


Journal ArticleDOI
TL;DR: In this article, the authors investigated the validity of Carkhuff Index of Communica tion and Emphatic Understanding Rating Scale and found that three areas are investi gated: order effects, parallel items reflecting men and chi.
Abstract: The study investigates the validity of Carkhuff Index of Communica tion and Emphatic Understanding Rating Scale Three areas are investi gated : order effects, parallel items reflecting men and chi

Journal ArticleDOI
TL;DR: In this article, the authors give recommendations for both long-range preparation and last-minute pre-retirement planning for both short-term and long-term planning, respectively.
Abstract: With the ranks of the retired increasing and more and more organizations offering preretirement training, awareness of the importance of peoples' emotional reactions is beginning to be recognized. Methods are now being developed that can alert those facing retirement to the emotional diffi culties they may face and help them plan ways of coping with problems. Three forces in particular make the transition to retirement difficult: (1) organizations and work careers have, however inadvertently, filled a wide variety of very basic human needs, so the retiree is often unprepared to know how to replace these needs in other ways; (2) social norms and subtle pressures enhance feelings of being "finished"; and (3) marital difficulties result from a new twenty four-hour-a-day relationship, from unresolved conflicts, patterns of interaction, poor communication, and inadequate sharing. The article gives recommendations for both long- range preparation and last-minute preretirement planning.

Journal ArticleDOI
TL;DR: Hipple's Interpersonal Rating Scale (IRRS) was administered to graduate students in a counselor education program as mentioned in this paper, and the results were factor analyzed and six scales were extracted.
Abstract: Hipple's Interpersonal Rating Scale (1972) was administered to graduate students in a counselor education program. The results were factor analyzed and six scales were extracted. The IRRS was then administered to two classes of students in group counseling who had been meeting together for fourteen weeks, both in class and in group experiences. The second group of students rated themselves and other group members on the IRRS. Discrepancy scores were set at ±1. Both groups had significantly more discrepancy scores than would be expected by chance alone.

Journal ArticleDOI
TL;DR: Sundaramurthy's personal reflections on his struggle to become an OD practitioner are discussed in this article, while Uda Pareek provides some historical perspective on attempts to adopt OD technology without violating OD values.
Abstract: Continuing the series of reports on applications of behavioral science to organizations in various countries, this issue presents two views of OD in India from Indian practitioners. The first is, in a way,S. Sundaramurthy'spersonal reflections on his struggle to become an OD practitioner. The second, byUdai Pareek, is decidedly more optimistic and provides some historical perspective on attempts to adopt OD technology without violating OD values.

Journal ArticleDOI
TL;DR: In this paper, the ego stage is introduced as a foundation for the four main dimensions through which a change agent has to work to bring about a successful intervention: leadership, individual needs and motivation, organizational culture, and nature of the task.
Abstract: Traditional theory has looked at four main dimensions through which a change agent has to work to bring about a successful intervention : leadership, individual needs and motivation, organizational culture, and nature of the task. Throughout organization development (OD) literature, theoreticians and practitioners seem to agree that interventions in these four areas can lead to organizational effectiveness. The disagreement seems to come when we have to decide which area one should tackle first. As we explore the field of OD, we will find a great deal of literature on these four areas, most of them claiming that their point of entry is the right one. In this presentation I would like to introduce a fifth dimension that I believe is a foundation for the above four, the ego stage.

Journal ArticleDOI
TL;DR: Slevin's criticism of the NASA task is groundless due to the facts that the improved group score is desirable (that it results from statistical manipulations is irrelevant), that only experiments involving people (rather than computers) can be used to make valid comparisons between group- and statistically produced decisions, and that increases in com mitment, satisfaction, and creativity can only be obtained via human group interaction.
Abstract: Slevin's (1978) criticism of the NASA task is groundless due to the facts that the improved group score is desirable (that it results from statistical manipulations is irrelevant), that only experiments involving people (rather than computers) can be used to make valid comparisons between group- and statistically produced decisions, and that increases in com mitment, satisfaction, and creativity can only be obtained via human group interaction.