Philosophic and pragmatic influences on the practice of organization development, 1950–2000

Sanzgiri, Jyotsna; Gottlieb, Jonathan Z.

doi:10.1016/0090-2616(92)90064-t

Cited by 26 publications

(20 citation statements)

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“…(Mid-to Late 1970s-Mid-to Late 1980s). In the late 1970s, a new pragmatism emerged in OD (Sanzgiri & Gottlieb, 1992). First was the rise of sociotechnical and technostructural approaches that had been a vital part of early OD.…”

Section: The State Of Hrm (Late 1980s-early 1990s)mentioning

confidence: 99%

“…The field of OD was founded on the strong humanistic values of its early founders, who aimed to improve the conditions of people's lives in organizations by applying behavioral science knowledge and interventions (see Cummings & Worley, 2001;French & Bell, 2000;Sanzgiri & Gottlieb, 1992, for reviews of these early contributors and foundational ideas). These early founders were steeped in the T-group movement, which focused heavily on group dynamics, and the survey research and feedback movement.…”

Section: The State Of Hrd (Beginnings-late 1970s)mentioning

confidence: 99%

“…OD was established as a social philosophy that emphasized a long-term orientation, the applied behavioral sciences, external and processoriented consultation, change managed from the top, a strong emphasis on action research, and a focus on creating change in collaboration with managers (Sanzgiri & Gottlieb, 1992). Burke (1995) states that "in the mid-1970s, OD was still associated with T-groups, participative management and consensus, Theory Y, and self-actualization … the 'soft' human, touchy-feely kinds of activities" (p. 8).…”

Section: The State Of Hrd (Beginnings-late 1970s)mentioning

confidence: 99%

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The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD

Ruona

Gibson

2004

Human Resource Management

150

151

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Section: The State Of Hrm (Late 1980s-early 1990s)mentioning

confidence: 99%

Section: The State Of Hrd (Beginnings-late 1970s)mentioning

confidence: 99%

Section: The State Of Hrd (Beginnings-late 1970s)mentioning

confidence: 99%

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The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD

Ruona

Gibson

2004

Human Resource Management

150

151

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“…Nor does this mean that topics such as empowerment, quality of worklife, and organizational learning should be passed over in future endeavors. These topics and initiatives are based on the hnds of values and concerns that have manifested themselves in the wake of the industrial revolution and are clearly here to stay in some iteration or another (Chaudron, 1992;Hackman and Oldham, 1980;Margulies and Raia, 1990;Patten and Vaill, 1976;Sashkin and Burke, 1987;Sanzgiri and Gottlieb, 1992). Successful organizational transformations, including those involving mundane daily operations, require involvement, commitment, and energy.…”

Section: )mentioning

confidence: 99%

Managerial behaviors and work group climate as predictors of employee outcomes

Church

1995

Human Resource Dev Quarterly

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Employee satisfaction and quality of worklife continue to be significant concerns for HRD and organizational change efforts in contemporary organizations. One area that can have a major impact on people's attitudes in the workplace and yet is highly susceptible to intervention is individual behavior. Behaviors exhibited by leaders, managers, and work group members all have an effect on employees' attitudes and perceptions about their work and their organization. This article attempts to extend existing research by presenting an analysis of the predictive relationships of various aspects of managerial behavior and work group climate on employee outcomes—on feelings of satisfaction, contribution, and team spirit. Results are based on 1, 428 survey responses collected during an organizational change effort in the marketing and sales division of an international pharmaceuticals company. Overall, different types of behaviors for senior managers, immediate supervisors, and work group members were found to be significantly related to employee attitudes and perceptions. Results are discussed in terms of implications for the management of marketing‐ and sales‐based organizations. Limitations and suggestions for future research are also addressed.

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“…Three main themes emerge from this field: how to successfully implement organizational change, how to limit the negative impact of organizational change, and how to understand the psychological processes of people who are confronting organizational change. Burke and Litwin (1992), Kanter (1991), Meyer and Allen (1997), Reichers, Wanous, and Austin (1997), Sanzgiri and Gottlieb (1992) Note. This table is an adaptation from de la Sablonni ere (2017).…”

Section: Cultural and Evolutionary Psychologymentioning

confidence: 99%

Rethinking current models in social psychology: A Bayesian framework to understand dramatic social change

Sablonnière

Lina

Cárdenas

2018

British J Social Psychol

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Dramatic social change (DSC) is the new normal, affecting millions of people around the world. However, not all events plunge societies into DSC. According to de la Sablonnière (2017, Front. Psychol., 8, 1), events that have a rapid pace of change, that rupture an entire group's social and normative structures, and that threaten the group's cultural identity will result in DSC. This perspective provokes important unanswered questions: What is the chance that a DSC will occur if an event takes place? And, when will other societal states arise from such events? Addressing these questions is pivotal for a genuine psychology of social change to emerge. The goal of this article was to describe a methodology that attempts to answer these questions via a probabilistic decision tree within a Bayesian framework. According to our analysis, a DSC should occur 6.25% of the time that an event takes place in a stable society (68.75% of the time for incremental social change, 12.5% for inertia, and 12.5% for stability). The Bayesian probabilistic decision tree could be applied to specific event and thus serve as a guide for a programmatic study of social change and ultimately inform policymakers who need to plan and prepare for events that lead to DSC.

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Philosophic and pragmatic influences on the practice of organization development, 1950–2000

Cited by 26 publications

References 1 publication

The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD

The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD

Managerial behaviors and work group climate as predictors of employee outcomes

Rethinking current models in social psychology: A Bayesian framework to understand dramatic social change

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