Article Abstract:
A contingency model of conflict intervention by a third party is presented. Three strategies are distinguished: confrontation consultation, procedural consultation, and mediation. The first strategy emphasizes confrontation of differences. The second strategy emphasizes procedures for problem solving. The third strategy involves pressure by the third party and focuses on the content of the conflict. Characteristics of conflict situations are diagrammed. Indications for using one strategy over another are given. A case study confirms the successfulness of a contingency approach to conflict intervention by a third party. Results of each strategy are detailed.
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Article Abstract:
Current interpretations of McGregor's Theory Y management philosophy are reviewed for implications to organizational development (OD). His core concept of worker control of their organizational destinies is applied to training programs which currently follow more mechanistic, controlled Theory X style training techniques. The authors suggest integrative training could unleash Western style quality circles. Neo- MCGregorism is encouraged for organizational development. Practice of integrative training could unearth new productivity in Western organizations.
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Article Abstract:
Organization development professionals must deal with organizational politics when implementing organizational change. Organizational change can be modeled as a continuum on which the amount of change desired is based on the type of intended results. First-level changes affect departments, second-level changes affect subsystems of organizations, and third-level changes affect entire organizations. Greater political involvement is required when implementing more drastic changes.
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