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A Structural Approach to Organizational Change

National Training and Development Service for State and Local Government, Washington, D.C.

Peter Block

North Plainfield, New Jersey

Jack M. Davey

Vernon, Connecticut

Vernon R. Averch

Acton, Massachusetts

Management strategies of organizations often rest on the assumption that close control of individuals-through various forms of reward and punishment-is the most effective way to accomplish objectives. The change effort described herein is keyed to the concept that education, training, and support can also enable an organization to accomplish its objectives. The case explains the process by which the management-attitudes, behavior, and structures-of a retail food organization underwent a change from close control of employees to a form of training and consultation for employees.

Measured by indices of profit and productivity, as well as indices of employee attitude and morale, the project was successful. The case also demonstrates that such a change in management strategy requires the involvement and commitment of people at all levels and that, in the final analysis, the real change agent is the client himself.

The Journal of Applied Behavioral Science, Vol. 9, No. 5, 611-635 (1973)
DOI: 10.1177/002188637300900506


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