A Structural Approach to Organizational Change

Abstract

Management strategies of organizations often rest on the assumption that close control of individuals-through various forms of reward and punishment-is the most effective way to accomplish objectives. The change effort described herein is keyed to the concept that education, training, and support can also enable an organization to accomplish its objectives. The case explains the process by which the management-attitudes, behavior, and structures-of a retail food organization underwent a change from close control of employees to a form of training and consultation for employees. Measured by indices of profit and productivity, as well as indices of employee attitude and morale, the project was successful. The case also demonstrates that such a change in management strategy requires the involvement and commitment of people at all levels and that, in the final analysis, the real change agent is the client himself.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 29 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.