Most serious organizational change efforts of the last two decades have focused on change within groups or the socio‐technical system. Hard data on change efforts are both limited and present a mixed picture of the effectiveness of these efforts, particularly over an extended period of time....

Describes a case study of a subsidiary of a major computer company which has achieved and is attempting to sustain cultural change in turbulent times. Outlines a “leadership for change” programme to move towards a more customer‐oriented culture. Presents a performance management model...

Focuses on organizational change in a “first wave” NHS trust hospital. Examines the experiences of a group of clinical directors at this hospital as they respond to external pressures to change, instigated by recent Government policy. Analyses qualitative data, collected via in‐depth...

Regardless of changes in an organization′s environment, its mission, structure or culture, employee satisfaction and quality of worklife remain significant concerns for most organizational change and development efforts. While morale and motivation are not often the impetus for such change...

Examines the nature of business environments and reports on the potential danger they have for organizations operating unresponsively from unrealistically safe views of reality. Argues that these organizations need to adopt an objectively rational view of their position in their environment, and...

The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes...

Discusses British Rail’s (BR’s) organizational transformation during the 1980s and in particular the position of R.B. Reid, chairman of the British Railways Board (BRB) during that period. As a career railwayman, Reid was an atypical choice to chair the BRB. Considers how Reid brought his...

Presents the second in a series of two articles tracing the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management (TQM), forming a link between the three concepts. It is argued that, while TQM has separate...

Reports the results of a recent survey that investigated the contemporary practice of organizational development among the USA’s fastest growing firms (as identified by Fortune magazine). States that although the project received a 31 per cent response rate overall, only 18 organizations...

Management literature describes the “revolution” in business performance measurement which encourages the use of “soft” employee‐related measures, such as employee satisfaction, morale and commitment. Cultural issues have been identified as common stumbling blocks to progress in...