Bibliography: Climate Change (page 445 of 472)

This annotated bibliography is compiled and customized by the Center for Positive Practices for the Water Protectors . Info website.  Some of the authors featured on this page include Jerry P. Walker, Donald G. Ferguson, Chris Argyris, Judi Marshall, Francis J. Pilecki, Joseph C. Yeager, Glenn L. Immegart, Thomas S. Popkewitz, Rolf P. Lynton, and Robert Birnbaum.

Yeager, Joseph C. (1971). Management Development: An Act of Faith, Training and Development Journal. Projects a greater degree of success in developing management abilities in trainees by modifying and controlling human behavior. Descriptors: Behavior Change, Operant Conditioning, Organizational Climate, Performance Factors

Walker, Jerry P. (1974). Influence of Alternative Structural, Organizational and Managerial Options on the Role of Evaluation. Different structural, organizational, and managerial options greatly influence the role of evaluation. Evaluation serves different functions in organizations of higher and lower autonomy and likewise in progressive and reactive organizations. The role of the evaluator in the organizational hierarchy was dictated by the type of organization. In high autonomy, progressive organizations the evaluator was far removed from those on the production level. In low autonomy, reactionary organizations, the evaluators at times were the same individuals as those on the production level. Such organizational and managerial options had considerable influence on the resultant role and impact of evaluation in a given development effort.   [More]  Descriptors: Administration, Educational Development, Educational Research, Evaluation

Ferguson, Donald G. (1971). Student Involvement. A Working Paper. Students are clients of the educational system, but traditionally have had little voice in decisionmaking about the services they receive. Students are now demanding greater involvement, and administrators have tried a number of programs designed for student participation, generally with success. Some examples of successful programs are (1) student centers that provide a focus on students and serve to improve relations with students, (2) inclusion of students on deliberative and decisionmaking bodies to encourage greater communication and understanding between staff and students, and (3) involvement of students in producing innovative educational programs and services that better meet the needs and interests of students.   [More]  Descriptors: Administrative Policy, Decision Making, Educational Change, Educational Problems

Popkewitz, Thomas S. (1977). Craft and Community as Metaphors for Social Inquiry Curriculum, Educational Theory. Society as a whole and social structures within the school act to constrain autonomous thought on the part of the students. The school community itself must be renewed (as must its curriculum) to encourage the specific requirements of inquiry. Descriptors: Bureaucracy, Cognitive Processes, Educational Needs, Environmental Influences

Birnbaum, Robert (1971). Presidential Succession: An Interinstitutional Analysis, Educational Record. The present search and selection procedures to fill presidential vacancies serves to reduce the conflict caused by presidential succession. Descriptors: Administrator Evaluation, Administrator Selection, Conflict, Higher Education

Rizzo, John R.; And Others (1970). Role Conflict and Ambiguity in Complex Organizations, Admin Sci Quart. Study describes the development and testing of questionnaire measures of role conflict and ambiguity. Analyses of responses of managers show these two constructs to be factorially identifiable and independent. Descriptors: Behavior Patterns, Career Change, Job Satisfaction, Leadership

Pierce, Douglas R. (1971). Domain Description: Criterion in Educational Social System Field Experiments or Field Studies. One important variable used in measuring organizational health is the domain of the organization. For schools, the domain of the organization can be described by (1) the population served (clientele), (2) the problems treated (output), or (3) the services rendered. Organizational effectiveness can be successfully determined only if the domain of the school is adequately described.   [More]  Descriptors: Conceptual Schemes, Educational Environment, Field Studies, Input Output Analysis

Argyris, Chris (1971). Management and Organizational Development. The Path from XA to YB. Using the case history method, this book documents the actual experiences of three top management groups seeking to develop the full potential of the technical and human resources of their organizations and to grow profitably in both economic and human terms. Each of the organizations is at some stage of the process of changing from the old-fashioned, essentially bureaucratic way of judging and managing employees–XA–to the modern, creative, humanistic approach based on the latest findings of behavioral scientists–YB. The case histories illustrate how top management groups were helped by a consultant to examine and reevaluate their fundamental assumptions about people as employees, to recognize how individual, interindividual, and group behavior affect organizational effectiveness, and to discover how a humanistic approach toward people produces a self energizing, dynamically creative organization. A bibliography, name index, and subject index are provided. Descriptors: Administrators, Adults, Behavior Change, Bibliographies

Marshall, Judi (1982). Organizational Culture: Elements in its Portraiture and Some Implications for Organization Functioning, Group and Organization Studies. Charts significant elements of organizational culture centering on four "dimensions of difference": a company's stock of managers, the conceptual job model managers used, significant influences on job performance, and managers' perceptions of freedom. Portrays two organizations in these terms, exploring factors that appear to have influenced their cultures' development. Descriptors: Administrator Attitudes, Comparative Analysis, Decision Making, Job Performance

Lynton, Rolf P. (1969). Linking an Innovative Subsystem into the System, Admin Sci Quart. This paper describes costs and effects in the design and operation of linkage mechanisms in complex systems and changing environments. Descriptors: Adjustment (to Environment), Desegregation Methods, Environmental Influences, Intergroup Relations

Bartel, Ann P. (1982). Wages, Nonwage Job Characteristics, and Labor Mobility, Industrial and Labor Relations Review. Shows that some job attributes have significant influence on worker quit behavior and there are important differences in the effects of nonwage job characteristics across age groups. Young men are more likely than older men to quit repetitive jobs, whereas bad working conditions are an important factor in quit decisions of older men. Descriptors: Career Change, Employee Attitudes, Job Satisfaction, Males

Farace, Richard V.; Danowski, James A. (1973). Analyzing Human Communication Networks in Organizations: Applications to Management Problems. Investigating the networks of communication in organizations leads to an understanding of efficient and inefficient information dissemination as practiced in large systems. Most important in organizational communication is the role of the "liaison person"–the coordinator of intercommunication. When functioning efficiently, coordinators maintain information interchange throughout management communication systems. Research shows that groups formed to be creative and innovative are more successful if they are not highly centralized and dominated. Therefore, by examining the degree of centralization in similar innovative groups and organizations, an assessment of their probable success can be made. Three sources of information are needed to resolve questions on the health or adequacy of a particular communication system: expert opinion, normative data from a large sample of organizations, and accumulated research findings from studies conducted in actual organizational settings.   [More]  Descriptors: Communication (Thought Transfer), Coordinators, Information Networks, Information Theory

Immegart, Glenn L.; Pilecki, Francis J. (1970). Assessing Organizational Output: A Framework and Some Implications, Educ Admin Quart. This article collates some of the existing notions about the outcomes of organizational activity into an output analysis framework and implications for organizational practice are drawn. Descriptors: Administrative Organization, Classification, Feedback, Group Dynamics

Derr, C. Brooklyn (1970). The Utility of Organization Development Methods for Educational Planning. This paper introduces organizational development and describes its potential utility to the planning community. The paper first points out some current practices in educational planning that may violate principles of effective human behavior in educational organizations. The centralization of goal setting and decisionmaking and the failure to consider the motivational and political implications of information are examples of such violations. The paper then describes organizational development and concludes with an outline on how and where organizational development methods can be used in conjunction with educational planning.   [More]  Descriptors: Behavior, Coordination, Data Analysis, Decision Making

Klawuhn, Raymond E. (1972). A Model for "Comprehensive, Strategic, Organizational Planning as a Means of Increasing Organizational Effectiveness.". This paper presents a model of planning implementation that makes use of the concept that for successful planning, the organization must be changed at the same time people are changed. A 10-step sequence of activities to insure that planning increases organizational effectiveness is presented, along with some typical implementation problems.   [More]  Descriptors: Administration, Administrative Organization, Administrator Guides, Administrator Role

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