This study is a field experiment that was conducted over an 11-month period for 18 agricultural cooperative societies with a total of 163 employees. Because of the geographical location and financial constraints, the study utilized the non-equivalent control group design. Thirteen cooperatives with 104 employees were assigned to the experimental group and 5 cooperatives with 59 employees were assigned to the control group. Armenakis and Burdg's eight- phase model was employed in the study.
Quantitative and qualitative data were collected at two separate intervals. Quantitative data were gathered through the Likert Profile of Organizational and Performance Characteristics. These data were subjected to four kinds of analyses: a) descriptive statistics, b) a multivariate analysis of variance (MANOVA), c) a series of univariate analysis of variance (ANOVA), and d) Effect Size (ES) of the degree of organizational change in each group. Qualitative data were gathered through two questionnaires, one before the intervention and the other following the intervention.
The results of the study indicate that the experimental group expressed more favorable perceptions of the management systems of their organizations. Therefore, it would seem that management systems of the Ministry's units could be improved through the implementation of OD efforts. With the improvement promised by such interventions, the Ministry's units may become more effective vehicles of development.
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