Visionary Leadership and Strategically-led Research-Based OD Interventions.
Hamlin B, Reidy M, Stewart J
Journal of Applied Management Studies, (UK), Dec 97 (6/2)
Start page: 233 No of pages: 19
Examines the impact of research-based organizational development (OD) interventions through the study of such interventions applied to an executive unit of the British Civil Service’s HM Customs and Excise department. Illustrates the importance of soundly based and rigorously constructed research for both contributing to and supporting OD interventions, and also the positive impact which the presence of a visible and active support of top management can have, enabling the possibility of OD interventions impacting a culture in support of strategic change. Describes the creation of a research-based OD instrument which comprises categories of managerial behaviour: consultation; communication; open, flexible/heavy autocratic management styles; gradism; co-operation; confronting team members on difficult issues; looking after the interests of team members; and team building. Discusses the outcome of research-based OD intervention workshops adopting this instrument, concluding that enabling managers to better understand the management culture of their organizations, and taking such cultural factors into account in the change process, contributes to effective management of organizational change.
Subject(s): ORGANIZATIONAL DEVELOPMENT, LEADERSHIP, ORGANIZATIONAL CHANGE, MANAGEMENT CULTURE, CIVIL SERVICE, UNITED KINGDOM
Database: TMA: Top Management Abstracts RMI: Rapid Management Intelligence
Style: Case study
Indicators: Research Implication- **, Practice Implication- ***, Originality- **, Readability- **, Total Number- ********* Reference: 27AE234
Reproduced by permission of Anbar Management Intelligence