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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb055499. When citing the article, please cite: Louise Lovelady, (1984), “The Process of Organisation Development: Part II, A Case Example”, Personnel Review, Vol. 13 Iss: 3, pp. 14 - 19.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb055494. When citing the article, please cite: Louise Lovelady, (1984), “The Process of Organisation Development: A Reformulated Model of the Change Process, Part I”, Personnel Review, Vol. 13 Iss: 2, pp. 2 - 11.

This introduction will explain the objective of this article and introduce aspects of the process of Organisation Development, which will be illustrated and discussed. After this, it will progress to an introduction of the case example which will form the main body of the article.

In considering the alternative strategies for change in Part I of this article, and the strategy of OD in particular, the definitions of OD suggested that the consultant played an essential role in facilitating change. Despite this, there is no widely accepted definition of the role of consultant. Indeed, it may be argued that several roles are currently subsumed under the title, for example the role of “change generator” and “change implementor” as defined by Ottaway and Cooper. There is also some evidence that internal and external consultants, apart from working from different bases, are capable or equipped to perform different tasks. External consultants are able to create and sustain a belief that change is possible, whilst internal consultants are the disseminators and implementors of change.

The purpose of this article is to examine issues and problems which have been identified concerning the evaluation of planned change and, in the light of these, to raise additional issues for discussion. This attempt to extend the area of discussion, will, it is hoped, increase our understanding of the complexity of problems and constraints in evaluating planned change.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

It is rarely the case that a broader consideration of the available strategies for changing organisations is linked with empirical evidence on the way organisational change occurs. The purpose of this article is to examine data on the OD consultant's role as currently performed and the way consultants facilitate change. However, the intention is to broaden the discussion by setting this specific data against a backcloth of the current strategies for implementing organisational change. By examining the OD consultant's role against the wider perspective, the content, strengths and weaknesses of the role and of OD may be better understood.

The main objective of this article is to present an empirically based reformulation of our models of the organisational change process. In Part 2 this reformulation will be developed and illustrated with reference to an extended case study. In this first part of the article I will attempt to demonstrate that this reformulation is necessary because current empirical data on the practice of OD is not consistent with the conceptual models of the organisational change process presented in the literature. The evidence suggests that models are used regularly in the practice of Organisational Development and are important to consultants and clients alike, because they enable a complex and uncertain process to be better understood, It is therefore vital that such models are accurate representations of reality.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.