Development techniques and organizational change: an overview of results from the Michigan Inter-Company Longitudinal Study
Institute for Social Research, University of Michigan, 1971 - Business & Economics - 36 pages
Data collected by use of the Survey of Organizations questionnaire from more than 17,000 respondents in 23 organizations which participated in the Intercompany Longitudinal Study are analyzed in terms of the organizational development treatments which intervened between pre and postmeasures. Four 'experimental' treatments (Survey Feedback, Interpersonal Process Consultation, Task Process Consultation, and Laboratory Training) and two 'control' treatments (Data Handback and No Treatment) are compared to determine their comparative associations with improved organizational functioning. The results indicate that Survey Feedback was associated with a significant frequency of improvement, that Interpersonal Process Consultation was associated with questionable improvement, that Task Process Consultation was associated with little or no change, and that Laboratory Training was associated with significant deterioration in organizational functioning.
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23 organizations activity analysis anecdotal evidence Bowers CATHERWOOD LIBRARY change in managerial change in organizational client group Climate Change Conditions conditions of positive conducted Consultation was associated Cornell University Data Handback Data were tabulated DEVELOPMENT TECHNIQUES discussion effect ICLS information inputs instances Institute for Social INTER-COMPANY LONGITUDINAL STUDY Interpersonal Process Consultation intervention issues leadership behaviors leadership change Managerial Leadership NS NS 01 NS NS NS number of organizations ordinarily organizational behavior organizational climate organizational development organizational functioning Organizations questionnaire participants peer leadership perceptions positive change positive climate change present report problems reader reason received Survey Feedback researchers and change resource person role pressures satisfaction Schein sites which received Social Research subset supervisor survey feedback treatment Survey of Organizations Survey Waves systems as entities Systems Capstone Groups Table tabulated survey data Task Process Consultation Test p NS treatment sites Treatment Survey Feedback Whole Systems Capstone