Durability of organizational change.

Describes a program by a manufacturing firm to change their organizational system and member attitudes, and motivations from the existing "autocratic" model to a more "participative" one. A follow-up inquiry made 5 yr. later in 1969 assessed the direction and degree of systemic change during a period in which no further change efforts were made. Results indicate that progress continued. Job attitudes became more favorable, task orientation and amount of supervisory leadership increased, control became more dispersed across hierarchical levels, and participation increased in goal-setting, decision making, and communications. (PsycINFO Database Record (c) 2010 APA, all rights reserved)