Process Consultation: Its Role in Organization Development |
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Page 94
... lines of authority . The organization had strong functional directors in the headquarters organization . As they developed financial and marketing programs they tended to bypass the formal line organization through the executive vice ...
... lines of authority . The organization had strong functional directors in the headquarters organization . As they developed financial and marketing programs they tended to bypass the formal line organization through the executive vice ...
Page 119
... line organization , I noticed that communication among the functional people ( e.g. , in marketing and engineering ) , had been reduced very sharply . My intervention was designed to draw attention to the fact that any form of organization ...
... line organization , I noticed that communication among the functional people ( e.g. , in marketing and engineering ) , had been reduced very sharply . My intervention was designed to draw attention to the fact that any form of organization ...
Page 145
... line organization , you build special groups to worry about this , but they can be temporary groups . The basic long - range question , then , is what kind of temporary and / or coordinating systems you need in order to make the product ...
... line organization , you build special groups to worry about this , but they can be temporary groups . The basic long - range question , then , is what kind of temporary and / or coordinating systems you need in order to make the product ...
Contents
Assumptions underlying Process Consultation | 8 |
Communication Processes | 15 |
Summary | 29 |
Copyright | |
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Common terms and phrases
accepted agenda agreed alternatives analysis areas asked assumptions basic become behavior boss Boyd group chairman client system competition concern consultant can help contact client cycle data-gathering decided decision decision-making define developed diagnosis discussion effective effort Emotional contagion evaluation example expect experience exploratory meeting feedback feelings felt formal function gather data give goals group action group members group process group theory help the group human processes ideas identify implement important individual initial intergroup intervention interview involved issues kind KINESICS leadership line organization listen manager method norms observations occur operating organizational processes pattern person Pete planning president problem problem-solving procedure process consultant production proposal psychological contract questions relations relationship relevant response Richard Beckhard Robert Blake role situation skill solution solve someone stage structure style subordinates suggest T-group talk task tend theory things understand various wanted