By Stanley E Seashore
Altering the constitution and functioning of a firm: record of a box test positioned out through the Institute for Social learn, Survey study heart.
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Additional resources for Changing the structure and functioning of an organization: report of a field experiment
Org/access_use#pd-google and employees to solve a work problem through open communica- tion, mutual influence, and participative decision-making was seemingly a failure. After considering many alternatives, they finally agreed to continue the existing shift rotation plan with only minor modifications regarding intersection exchange of per- sonnel. It was not until over a year later, after other events 29 intervened, that they were able to work out a significant improve- ment in the shift rotation plan.
Org/access_use#pd-google nel changes, but it is plausible that the sharp improvements found are at least in part attributable to the experiment. Waste per- formance improved during the first months of 1959 in the two sections of the experimental department until it was 137% better than in 1958 for one section, 32% better for the smaller of the two sections. Three of the five other departments at Banner dropped well below their 1958 level, while two were only slightly above (by 11% and 9%). Machine efficiency improved by 21% in the larger section, and by 7% in the smaller section, of the ex- perimental department, while all other departments showed a slight decrease in efficiency.
This was done by having all production people at the Banner plant, in- cluding supervisors, fill out again the same questionnaire that \ had been administered the preceding December. This terminated \ the first phase of the experiment. org/access_use#pd-google 35 6. THE CHANGE PROGRAM: SECOND PHASE In the weeks following the July measurement of experimental variables, a significant series of modifications developed in the character and focus of the change program. These developed for several reasons.