Organization development interventions that enhance equal opportunity.

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Author
Jordan, Clarence Edward
Date
1983-09Advisor
McGonigal, Richard A.
Second Reader
Creighton, John W.
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Show full item recordAbstract
Two issues generated this study: (1) the changing
nature of the Navy's HRM Support System both in regard to
ideology and structure, and (2) concern from various
sectors over what is perceived to be the likely Equal Opportunity
Structure in light of system changes. Through the
use of interviews, archival data, and subjective evaluation,
the impact of the socialization phenomenon is analyzed using
the three stage model of socialization. The process of
Organizational Socialization is examined strategically.
Attention is also directed to these specific organizational
boundaries crossed by persons when acquiring a new work role.
An underlying theme of the study is simply that what people
learn about their work roles in organizations is often a
direct result of how they learn it. Given that the present
Navy Equal Opportunity Policy calls for Command specific and
Command managed E.O. programs this study concludes with considerations
that could be criteria for selection of specific
organization Development interventions which will enhance
Equal Opportunity objectives at a command level.
These criteria are focused around the organization's concerns
for operational readiness and the individual's need
for self-esteem and a positive self-image.
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This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.Collections
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