Identifier: belltelephone6667mag00amerrich (find matches)
Title: Bell telephone magazine
Year: 1922 (1920s)
Authors: American Telephone and Telegraph Company American Telephone and Telegraph Company. Information Dept
Subjects: Telephone
Publisher: (New York, American Telephone and Telegraph Co., etc.)
Contributing Library: Prelinger Library
Digitizing Sponsor: Internet Archive

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raining su-pervisor, explains: Instead of training strangers atone level of management, or even unrelated groupsof different management levels, we decided to workwith two or three levels of management people withdirect reporting relationships — work teams — to-gether. Although we first feared that the presence ofthe boss would inhibit the freedom of his subordi- nates, this turned out to be wrong. This new approachpermitted the work teams to identify some of theproblems that existed on the job, problems that mightbe preventing team members from working at maxi-mum effectiveness. Secondly, the course itself was designed to pro-vide the teams with a set of common standards anda common language with which to discuss their prob-lems. It consisted of actual study of the ideas of Blake,Herzberg and others, as well as training exercisesand demonstrations designed to illustrate variousmanagement styles and techniques. To relate thecourse as closely as possible to the organizations spe- 40
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cific goals and objectives, an actual analysis of thework teams performance was used. Class sessionswere scheduled to be alternated with work days inorder to infuse the job itself with the techniqueslearned in the course. Perhaps the most important step in developmentof the overall program grew out of the comments ofresearchers concerned with organization renewal. Itbecame apparent, that although the family trainingapproach had eliminated the vacuum effect ofearlier efforts, the program would still fail unlessevery manager, right up to the president, took partin the overall effort. It was obvious that the entire plan would fail unless the entire management teamwas personally committed to and involved in organ-izational development. Thus, the main goals of ODP became (1) to placethe responsibility for the organizations developmenton members of the work team themselves; (2) to pro-vide the organization with the framework and toolsto analyze its performance and values; and (3) to setoff

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