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A Trial Synthesis
Patterns of Organization Change
Theory and Method in Applying Behavioral Science
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Alexander Winn Applied Behavioral Science approach attitudes Blake bureaucratic change agent change process change program Changing Behavior Chris Argyris coercive persuasion communication concepts decisions Douglas McGregor effective effort employees environment evaluation experience experimental factors feedback foremen functions George Strauss goals Harvard Business Review human relations training important improvement increase individual Industrial influence interaction interpersonal involved job design Journal of Applied Kurt Lewin laboratory training learning management development Managerial Grid measures methods Mouton National Training Laboratories nursing operating organization development program organizational change participants patterns performance personnel Phase Piedmont planning problems production psychological relationships reported resistance to change responsibility Richard Beckhard role Ronald Lippitt satisfaction Schein sensitivity training Sigma significant situation skills social staff structure subordinates supervisors T-group task technical theory tion top management training program unfreezing variables workers