TA and the manager

By:

"Bennett, Dudley"

Material type: Text

TextPublication details: New York; A division of American Management Associations; 1978Description: 243pISBN:

814454224

Subject(s):

Psychology

DDC classification:

158.2 Ben

Summary: THIS BOOK arose out of action. The organization development movement originated in the early sixties. It has many Fathers, not the least of whom were Richard Beckard, Herb Shepherd, and Leland Bradford. OD, now over 15 years old, has gone through a number of stages. Team building, survey feedback, job enrichment, and the organizational mirror are solid developments of those early years. However, by the mid-sixties it was clear that the productivity of these sociotechnical strategies was limited because we were unable to control for the variable of human behavior. Typically a man- ager would comment, "Your rational problem-solving sequence is great, but how do you get it off the wall and make it work with people?" In addition, whep it became clear that distrust was corroding the group process, and when people held discussions about what kinds of be ha vi or build trust, they did so in terms from which it was difficult to generalize.

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Holdings
Item type	Current library	Call number	Status	Date due	Barcode	Item holds
Books	Gandhi Smriti Library	158.2 Ben (Browse shelf(Opens below))	Available		131

Total holds: 0

THIS BOOK arose out of action. The organization development movement originated in the early sixties. It has many Fathers, not the least of whom were Richard Beckard, Herb Shepherd, and Leland Bradford. OD, now over 15 years old, has gone through a number of stages. Team building, survey feedback, job enrichment, and the organizational mirror are solid developments of those early years. However, by the mid-sixties it was clear that the productivity of these sociotechnical strategies was limited because we were unable to control for the variable of human behavior. Typically a man- ager would comment, "Your rational problem-solving sequence is great, but how do you get it off the wall and make it work with people?" In addition, whep it became clear that
distrust was corroding the group process, and when people held discussions about what kinds of be ha vi or build trust, they
did so in terms from which it was difficult to generalize.

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