Managers must recognize that they play a central role in effective team building. However, to be successful, managers require a framework to guide their activities. The purpose of this paper is to provide such a framework in the form of a sevenstep process that can guide managers in their team-building efforts. The model itself is built upon the assumption that there are identifiable team characteristics that, if present, will help ensure team success. The model presents a set of decision strategies for the selection and sequencing of team-building efforts and interventions. The model is an iterative, multi-staged effort that requires considerable planning and environmental knowledge to successfully implement.

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The article develops a conceptual model that describes how and why employees learn to resist planned change within an organizational set ting. The argument is made that planned change, when introduced by management, has the potential of blocking affected employees from satis fying their dominant need structures. As a result, the employees learn to associate negative tension states, i.e., anxiety, frustration, or fear, with the introduction of change. It is further argued that the existence of a perceived link between change and blocked need satisfaction increases the probability that employees will resist future change programs. A set of change strategies is developed for management to break this perceived link and thereby reduce the probability of employee resistance.

The results of this field study provide further support for the validty of an objective measure of fear of success developed by Zuckerman and Allison (1976) in a sample of women working in a sexstereotyped occupation. Fear of success was found to be negatively related to self-esteem and need for occupational achievement, and positively related to locus of control, as predicted. Fear of success was also negatively related to self-evaluations of job performance, but not to job tenure. The results also indicated that low fear-of-success women have a significantly higher desire for intrinsic job outcomes than women with high fear of success. This difference was not found in the case of extrinsic job outcomes.

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