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Concepts for Developing Organizations
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accomplish achieving integration action plan activities analysis approach basic behavior Chapter characteristics complex concepts concerned confronting consistent consultants contributions coordination cross-functional teams deal decision-making described developmental diagnosis diagnostic study differentiation and integration discussion division division of labor echelon effective emphasize environment environmental demands example factors functional groups group-to-group interface Harvard Business School Harvard University highly hygienic factors identified implementation important improve indicated individual contributors individual system individual-organization interface influence intergroup involved job enlargement major manufacturing matching ment morphogenic motivation need for achievement need for affiliation organization members organization-development issues organization-development specialists organization-environment interface organization's organizational development organizational goals organizational units organizational variables organizational-development effort orientations particular pattern performance personnel phase problem-solving procedures psychological contract relations relationship relevant result rewards role Schein self-actualization situation specific structure suggested teams Texas Instrument tion top managers understand