Organizational Development and Individual Rights

Walter, Gordon A.

doi:10.1177/002188638402000409

Cited by 18 publications

(5 citation statements)

References 27 publications

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“…Because of O.D. assumptions toward individuals which have drives toward personal growth and development, the answer is to provide an organizational environments that is both supportive and challenging, and manager should be concerned at modifying organizational constraints that are having a dumping or throttling effect (Walter 1984). Work team is an important element in O.D.…”

Section: Discussionmentioning

confidence: 99%

“…All techniques can only serve to facilitate the process of organizational containment and control of the individual to the extent that they subdivided the human psyche into distinct compartments: rational-economic, social and self-actualizing, etc. (Walter 1984). They put the organization in a better position to control man and put him in line with the organizational objectives (Kreli 1982).…”

Section: Organization Theories In Comparisonmentioning

confidence: 99%

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Human Nature in Organization Theory.m The Need for Assumption's Articulation, and a New Image of Man

AL-Ghamdi¹

1990

eco

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The political philosophers made explicit both their assumptions about human nature, while the administrative theorists dealt primarily with the subject of order, but left implicit their assumptions about human nature. The aim of this study is to find an answer to the following questions: 1. What is the assumption of management theory toward human nature and organization? 2. What is the ultimate goals and objective? 3. How these assumptions and goals determine the form of organization, and influence the management strategy? 4. Why the needs for an alternatives administrative paradigm? The finding leads us to the conclusion, why it is necessary to start thinking about alternative values, models and premises Organization theory should articulate its assumptions about the nature of man. This articulation is a fundamental prerequisite for any serious effort to save this body of confusion and to improve both the process and objectives of the organizations.

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Section: Discussionmentioning

confidence: 99%

Section: Organization Theories In Comparisonmentioning

confidence: 99%

Human Nature in Organization Theory.m The Need for Assumption's Articulation, and a New Image of Man

AL-Ghamdi¹

1990

eco

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“…There were questions raised about ethics in OD (Walton & Warwick, 1973) and its impact on individual rights (Walter, 1984); and considerations of OD's "cultural relativity" (Tainio & Santalainen, 1984) and the "unanticipated consequences" of union-management cooperation in change programs (Dalton & Todor, 1984). To extend just beyond my 20 years of favorites, the next years featured two articles on change issues associated with quality circles (Dean, 1985;Ferris & Wagner, 1985) and Bartunek and Moch's (1987) exposition on first-, second-, and third-order change.…”

Section: Jabs On Change Doingmentioning

confidence: 99%

“…The first 20 years featured studies of OD being applied to organizational mergers (Blumberg & Weiner, 1971), rural development (Tandon & Brown, 1981), downsizing and retrenchment (Greenhalgh, 1982), and to education systems, health care, and government agencies as well as business. There were questions raised about ethics in OD (Walton & Warwick, 1973) and its impact on individual rights (Walter, 1984); and considerations of OD’s “cultural relativity” (Tainio & Santalainen, 1984) and the “unanticipated consequences” of union–management cooperation in change programs (Dalton & Todor, 1984). To extend just beyond my 20 years of favorites, the next years featured two articles on change issues associated with quality circles (Dean, 1985; Ferris & Wagner, 1985) and Bartunek and Moch’s (1987) exposition on first-, second-, and third-order change.…”

Section: Jabs On Change Doingmentioning

confidence: 99%

JABS at 50

Mirvis¹

2014

The Journal of Applied Behavioral Science

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A sampling of fifty years of articles published in the Journal of Applied Behavioral Sciences highlights the integration of theory and practice from JABS' founding years to the mid-1980s, then a steady shift toward scholarship on "change knowing" and away from "change doing". This review anchors JABS in the development of the applied behavioral sciences and organization development (OD) and reports on the author's personal experiences as a budding practical scholar. JABS turn away from application is traced to the normalization of scientific progress in this arena and routinization of practice as change management. The paper then takes up the long-debated question "Is OD dead?" and considers how "something more"-concepts extending beyond conventional behavioral science-has led to revolutionary advances in the practice of change these past two decades. It then highlights how ideas from the arts, spirituality, and chaos-and-complexity sciences have added new dimensions to scholarly practice for the field (and for me) and today beckon sharper theorizing. JABS has of late stretched into these subjects but could do more so. The paper concludes with a call for more artsy, spiritual, and/or off-the-wall publications in JABS' next fifty years.

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“…McKendall and others before her[2, 20, 21, 22] have commented on the need to address the end purpose of the change itself and, in particular, the implications for individual rights to freedom, self‐esteem, and privacy, as well ethical principles implicit in the employment contract. It is useful to audit the “unfreeze‐change‐refreeze” process used in a culture change against these ethical principles.…”

Section: The Role Of Change Agentsmentioning

confidence: 99%

Managing culture change: can it ever be ethical?

Woodall

1996

Personnel Review

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Considers corporate culture management as an area where ethical concern and analysis has been weak. Examines justification of corporate culture management as an essential ingredient for corporate success, and finds little evidence to support a consequentialist ethic. Proceeds to identify areas where ethical issues might arise in the process of corporate culture change, particularly the role of change agents, and the ethical outcomes of the “unfreeze‐change‐refreeze” process. Illustrates these by reference to two case studies of corporate culture change programmes. Finally, concludes with reflection on potential ethical frameworks for the interpretation and guidance of corporate culture management initiatives. Makes a case for communitarian ethics, and outlines their implications for culture management.

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Organizational Development and Individual Rights

Cited by 18 publications

References 27 publications

Human Nature in Organization Theory.m The Need for Assumption's Articulation, and a New Image of Man

Human Nature in Organization Theory.m The Need for Assumption's Articulation, and a New Image of Man

JABS at 50

Managing culture change: can it ever be ethical?

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