ques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is th

What can they do, in advance of commitment, to improve their chances of selecting an effective program? A reasonable suggestion is that managers do not accept a program (whether an OD program or any other) but that they look closely at the component techniques of the proposed program to determine if experimental and experiential indications would substantially support their use.

We will now move, therefore, to a discussion of common components of programs with the intent of citing major indications from research and experience concerning them. There is no certainty in this venture. The research findings cannot all be encompassed and are subject to varying interpretations; the experience is necessarily the author's own, primarily. At best we are dealing with probabilities, and our purpose is simply to try with our observations to improve the manager's odds of making an insightful selection.

Not every program a manager may consider will include all of the components we shall discuss, and some programs will have components that lie outside our listing. But we shall discuss a considerable number of components to ensure that enough of them will be pertinent to most programs to provide the manager with an adequate basis for evaluation. Of course, it is the manager's beginning task to secure adequate information from the purveyor or advocate of the particular program concerning the techniques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is tha

antially support their use.

We will now move, therefore, to a discussion of common components of programs with the intent of citing major indications from research and experience concerning them. There is no certainty in this venture. The research findings cannot all be encompassed and are subject to varying interpretations; the experience is necessarily the author's own, primarily. At best we are dealing with probabilities, and our purpose is simply to try with our observations to improve the manager's odds of making an insightful selection.

Not every program a manager may consider will include all of the components we shall discuss, and some programs will have components that lie outside our listing. But we shall discuss a considerable number of components to ensure that enough of them will be pertinent to most programs to provide the manager with an adequate basis for evaluation. Of course, it is the manager's beginning task to secure adequate information from the purveyor or advocate of the particular program concerning the techniques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is th

essarily the author's own, primarily. At best we are dealing with probabilities, and our purpose is simply to try with our observations to improve the manager's odds of making an insightful selection.

Not every program a manager may consider will include all of the components we shall discuss, and some programs will have components that lie outside our listing. But we shall discuss a considerable number of components to ensure that enough of them will be pertinent to most programs to provide the manager with an adequate basis for evaluation. Of course, it is the manager's beginning task to secure adequate information from the purveyor or advocate of the particular program concerning the techniques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is th

de our listing. But we shall discuss a considerable number of components to ensure that enough of them will be pertinent to most programs to provide the manager with an adequate basis for evaluation. Of course, it is the manager's beginning task to secure adequate information from the purveyor or advocate of the particular program concerning the techniques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is th

ques to be employed and the manner of employment. It is in the subject area of motivation that the manager is under probably the greatest pressure to adopt programs, especially for semi-experienced and experienced supervisors.

The author's personal experience with so-called motivational programs or programs with a large motivational content is that they especially require close advance scrutiny and a design for evaluation. They are often accepted on faith, "motivation" being an appealing word that may itself sell a program package no matter what the content of the program or the techniques it seeks to install. Perhaps because of the very difficulty of measuring the effects, we tend to forgo a genuine evaluation, taking the view that something "good" is bound to rub off.