Model
Digital Document
Publisher
Florida Atlantic University
Description
The Managerial Grid is examined as an organization development
approach for a large manufacturing corporation. Using
the case study method, the results of a seven year history
of Grid activities are measured in terms of performance,
culture, and several other categories. Conclusions are
reached that Phase 2 of the Grid has a statistically significant
impact on the organization when measured against
Phase ΓΈ (no Grid activity) and the results of Phase 1 (the
Grid Seminar). The paper also discusses the significance
of change and five other approaches to behavioral science-based
organization development.
approach for a large manufacturing corporation. Using
the case study method, the results of a seven year history
of Grid activities are measured in terms of performance,
culture, and several other categories. Conclusions are
reached that Phase 2 of the Grid has a statistically significant
impact on the organization when measured against
Phase ΓΈ (no Grid activity) and the results of Phase 1 (the
Grid Seminar). The paper also discusses the significance
of change and five other approaches to behavioral science-based
organization development.
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