An Autopsy of an Intended OD Project

Boss, R. Wayne; McConkie, Mark L.

doi:10.1177/105960117900400206

Cited by 6 publications

(2 citation statements)

References 15 publications

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“…For example, Derr (1972) reported that a major problem with the marginally successful intervention in a school system was the fact that the CEO did not understand what OD was all about. In addition, a major reason for the OD failure in a manufacturing organization (Boss and McConkie, 1979) was the lack of involvement of the CEO in any aspect of the project. On the other hand, a major factor in the successful organizational change efforts in a county sheriffs department (Boss, 1979b) and in a state planning agency (Boss, 1980a) was the complete support and cooperation of each CEO.…”

Section: Discussionmentioning

confidence: 99%

The Chief Executive Officer and Successful OD Efforts

Boss¹,

Boss²

1985

Group & Organization Studies

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The central role of the Chief Executive Officer (CEO) in effective organization development (OD) efforts is illustrated by data that were collected from 160 personnel in five organizations before and after a one-year OD effort. The results indicate that the CEO is clearly the single most important person in successful OD efforts. Further, data from questionnaires and interviews indicate that there is more to successful change efforts than merely the passive involvement of the CEO. Successful OD efforts require positive changes on the part of all organizational personnel in general, and on the part of the CEO in particular. The primary reason for the importance of the CEO is that most organizations place the CEO at the focal point of power in order to increase organizational effectiveness.The social science literature is replete with studies on leadership, and this research has been exhaustively

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Section: Discussionmentioning

confidence: 99%

The Chief Executive Officer and Successful OD Efforts

Boss¹,

Boss²

1985

Group & Organization Studies

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“…These scales focus on the impact of underestimating resource needs, reliance on external consultants, the consideration of other external stakeholders, the impact of change-supportive policies and procedures, reliance on top managers, program planning and control, employee participation, and the communication of expectations to employees. Theoretical support for the importance of these issues in planned change efforts can be found in the writings of Beckhard (1969), Bennis (1969), Beer (1980), Boss and McConkey (1974), Greiner (1967), Walton (1974), and others.…”

mentioning

confidence: 99%

Critical Issues in Large‐scale Change

Covin

Kilmann

1988

Journal of Organizational Change Management

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In the past several years, there has been an increasing interest in the management of large-scale change efforts. Although the content and objectives of specific types of large-scale change efforts may vary, in general, such efforts require changes that encompass the entire organization, have occurred over a number of years, and involve fundamental modifications in ways of thinking about the business, the organization, and how the organization is managed (Nadler, 1988). Despite the increased interest in the topic of large-scale change, few empirical studies have examined this phenomenon. While several studies have investigated important issues in various types of planned change efforts (Buchanan, 1971; Franklin, 1976; Burke, Clark and Koopman, 1984), studies of large-scale change seem to be underrepresented in the planned change literature.

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The Application of Team Building

Liebowitz

Meuse

1982

Human Relations

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This paper reviews the literature on the organization development strategy known as team building. Included are a definition and conceptualization of team building, a comparison of team building with laboratory training, a series of assumptions underlying the strategy, the major purposes of team building, and a description of several models of team building. In addition, the process of team building is presented; the steps in the team building process are outlined, a variety of techniques for problem diagnosis and solution generation are listed, and the roles played by the team building consultant are reviewed. Further, several important prerequisites to enhance the probability of success of team building interventions are considered. Finally, the utility of team building is discussed.

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An Autopsy of an Intended OD Project

Cited by 6 publications

References 15 publications

The Chief Executive Officer and Successful OD Efforts

The Chief Executive Officer and Successful OD Efforts

Critical Issues in Large‐scale Change

The Application of Team Building

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