A major house‐building corporation in the United States employed an organizational change and development (OCD) strategy during the early 1970s to assist its transformation to a mega‐corporation. The outcome was the development of an autocratic, machiavellian, coercive management style. Initial financial success during a growth phase in the construction industry masked the deficiencies of the approach, which only became apparent during an economic slump. Provides a lesson for managers who ignore the participant needs of employees.
Glover, H.D. (1992), "Organizational Change and Development: The Consequences of Misuse", Leadership & Organization Development Journal, Vol. 13 No. 1, pp. 9-16. https://doi.org/10.1108/EUM0000000001170Download as .RIS
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