Confessions of an Organizational Change Agent.
TL;DR: In this paper, an account of errors made by the author in his role as an organiza tional change agent working as a process consultant is presented, along with an illustrative case study in which he was directly involved.
Abstract: This is an account of errors made by the author in his role as organiza tional change agent working as a process consultant. For each error there is an illustrative case study in which he was directly involved. Although some of the case studies could be used to illustrate more than one error, this is avoided in order to provide more examples. The errors include initiating change from the bottom up, creating a change overload, raising expectations beyond what is possible, allowing inappropriate attach ment, becoming trapped in one part of the organization, changing only asubsystem, inappropriately using behavioral interventions instead ofstructural interventions, losing professional detachment, assuming that a change is needed, and failing to seek help.
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TL;DR: In this paper, the authors argue for greater balance in education and its administration; greater balance between continuity and constant change, dependence and independence, individualism and community, and homogeneity and heterogeneity.
Abstract: This article is a lightly edited version of the tenth William Walker Oration. In it, the author argues for greater balance in education and its administration; greater balance between continuity and constant change, dependence and independence, individualism and community, and homogeneity and heterogeneity. More specifically the article puts the case for greater emphasis on continuity, independence, community and heterogeneity to balance what is seen as the current overemphasis on constant change, dependence, individualism, and homogeneity. It concludes by offering a key, the key of a research-based approach to development or learning, to open the way to achieving greater balance in the increasing global challenge that is the future of educational administration.
35 citations
Cites background from "Confessions of an Organizational Ch..."
...Sometimes I have had to remind myself (Reddin, 1977)!...
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TL;DR: In this article, six managerial guidelines are identified for facilitating successful change in an organization: the need for a catalyst to initiate change, the setting of organizational goals which take into account the impact of technical, political, and cultural factors, requiring a transition team to guide the change, a demonstration by top management of a commitment to the change as well as their acting as change agents, the utilization of employee participation and good communication to help overcome employee resistance, and the evaluation of the change program as important to the success of present and future change programs.
33 citations
01 May 1980
12 citations
9 citations
TL;DR: In this article, the authors discuss three interrelated aspects which need to be considered by teachers of the subject: the learners and their stages of individual development, their tendency towards dependence, and their need to master and belong; the setting, particularly such factors as assessment, the inclusion of students from different organizations, and group teaching.
Abstract: This article sets down some thoughts on the teaching of educational administration. It delves briefly into three interrelated aspects which need to be considered by teachers of the subject: the learners and their stages of individual development, their tendency towards dependence, and their needs to master and belong; the setting, particularly such factors as assessment, the inclusion of students from different organizations, and group teaching; the content, specifically how different learning objectives might be met by different teaching approaches and whether reality is a unidimensional concept or always the most efficient approach in learning situations. It is concluded that only when we expect of ourselves what we expect of our students, that is, that performance comes to depend not only on intuitive skill or ‘art’ but also on explainable techniques and procedures, that we will transform a craft into a profession.
7 citations
References
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Book•
01 Jan 1960
TL;DR: The Human Side of Enterprise as discussed by the authors is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: "What are your assumptions (implicit as well as explicit) about the most effective way to manage people?" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.
5,071 citations
TL;DR: McGregor as discussed by the authors argued that the most significant developments of the next quarter century will take place not in the physical but in the social sciences, and that industry has the fundamental know-how to utilize physical science and technology for the material benefit of mankind.
Abstract: © 1966 by the Massachusetts Institute of Technology. From Leadership and Motivation, Essays of Douglas McGregor, edited by W. G. Bennis and E. H. Schein (Cambridge, MA: MIT Press, 1966): 3–20. Reprinted with permission. I t has become trite to say that the most significant developments of the next quarter century will take place not in the physical but in the social sciences, that industry—the economic organ of society—has the fundamental know-how to utilize physical science and technology for the material benefit of mankind, and that we must now learn how to utilize the social sciences to make our human organizations truly effective. Many people agree in principle with such statements; but so far they represent a pious hope—and little else. Consider with me, if you will, something of what may be involved when we attempt to transform the hope into reality.
1,816 citations
"Confessions of an Organizational Ch..." refers background in this paper
...At that time, I ascribed my change in style as my innate style flexibility ; after all, very few of us remain who are equally adept at Theory X and Theory Y (McGregor, 1960)....
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Book•
01 Jan 1969
731 citations
Additional excerpts
...…development (OD) interventions (Argyris, 1971; Daumer, 1969; Mann, 1961; Rice, 1963; Sofer, 1962), and there are many prescriptions concerning the consultant’s role (Argyris, 1961, 1970; Boehme, 1956; Burke, 1971; Bowman, 1959; Covner, 1947; Ferguson, 1968; Gibb & Lippitt, 1959; Schein, 1969)....
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Book•
01 Jun 1969
TL;DR: In this article, a condition is the on that will make you feel that reading is a need and a hobby at once, which is the condition that makes us feel that we must read.
Abstract: Some people may be laughing when looking at you reading in your spare time. Some may be admired of you. And some may want be like you who have reading hobby. What about your own feel? Have you felt right? Reading is a need and a hobby at once. This condition is the on that will make you feel that you must read. If you know are looking for the book enPDFd organization development strategies and models as the choice of reading, you can find here.
633 citations
"Confessions of an Organizational Ch..." refers background in this paper
...Beckhard (1969) refers to &dquo;overdependence on outside help&dquo; (p. 94) as a condition for OD failure....
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...Beckhard (1969) refers to &dquo;short time framework&dquo; (p. 94), as a condition for failure....
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...Beckhard ( 1969) states a particular case of this general error as &dquo;a large gap between the change effort at the top of the organization and efforts at the middle of the organization&dquo; (p. 95)....
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...Beckhard (1969) refers to precisely this error as &dquo;no connection between behavioral science-oriented change efforts and management services/operations-research-oriented change efforts&dquo; (p. 94)....
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...Beckhard (1969) touches on a related type of problem that can be avoided by commitment and participation on the part of the top team: &dquo;a continued discrepancy between top management statements of values and styles and their actual managerial work behavior&dquo; (p. 93)....
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388 citations
Additional excerpts
...…development (OD) interventions (Argyris, 1971; Daumer, 1969; Mann, 1961; Rice, 1963; Sofer, 1962), and there are many prescriptions concerning the consultant’s role (Argyris, 1961, 1970; Boehme, 1956; Burke, 1971; Bowman, 1959; Covner, 1947; Ferguson, 1968; Gibb & Lippitt, 1959; Schein, 1969)....
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