This article presents a nucleus of organizational levels which attempts to articulate an OD framework which acknowledges how large system change is a systemic interlevel process. This framework describes four levels in terms of a task at each level—bonding at the individual level, creating...

Purpose – The purpose of this article is to provide a design and implementation framework for ALAR (action learning action research) programme which aims to address collaborative improvement in the extended manufacturing enterprise. Design/methodology/approach – This article demonstrates the...

Accepts that resistance to change by individuals in organizations is a natural phenomenon and is an essential element in understanding any change process. Holds that resistance has its origins in both the personality and the individual′s interaction with the environment and is a dynamic...

Points out that a significant element of an individual′s life is through groups and that there are many different aspects of groups in organizational life. Holds that the informal influence a group exerts on individual members through socialization, enforcement of norms and development of...

Leadership and management gain success from understanding that organisational participation comes through the commitment and involvement of individuals working with one another. The question facing managers is how to encourage and develop organisational participation. The key to unlocking...

Many models and typologies exist in the fields of organisational behaviour and consultation. One model, developed by Rashford and Coghlan, focuses on organisational levels as a framework for managing human resources. Four organisational levels — individual, face‐to‐face team,...