Modeling-Based Organizational Development: A Longitudinal Assessment

Abstract

First-level supervisors have traditionally expressed frustration over their difficulty in effectively managing subordinates. This paper describes a social learning theory based on organizational development intervention focused on helping wood products plant supervisors develop better participative problem-solving skills. All the foremen in a plywood mill participated in workshops conducted over a three-month period. Measures of five key behaviors were taken immediately before the intervention began, shortly after it ended, and finally, six months later. Behavioral measures consisted of subordinates' perceptions of their supervisor. Results showed significant positive behavior change between before and after measures and the maintenance of this change for the six months thereafter. Significant improvement in productivity and labor relations indices also occurred.