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Rosai-Dorfman disease (RDD), otherwise known as sinus histiocytosis with massive lymphadenopathy (SHML), is a very rare and typically benign disorder of unknown etiology with <10% bone involvement. The report is of a case seen at the authors' hospital of a patient presenting with several months' onset unspecified nontraumatic ankle pain. There was no physical mass or lymphadenopathy appreciated on examination. Plain radiographs and magnetic resonance images demonstrated an osteolytic lesion at the medial malleolus. Biopsy revealed the diagnosis of intraosseous manifestation of Rosai-Dorfman disease. [ABSTRACT FROM AUTHOR]

This article focuses on strategies for adaptive change. In adaptive change, people must surrender their present selves and put themselves in jeopardy by becoming part of an emergent system. This process usually requires the surrender of personal control, the toleration of uncertainty and the development of a new culture at the collective level and a new self at the individual level. To gain a better understanding of how to make adaptive change, a set of principles was derived that comprise what is called the Advanced Change Theory. The empirical-rational strategy assumes that people are guided by reason and will calculate whether it is in theft best interest to change. Although the empirical-rational change strategy may be effective for technical changes, it is not likely to be effective for adaptive change because it has a narrow, cognitive view of human systems. The power-coercive strategy focuses on forcing people to change through the use of external sanctions. The power-coercive change strategy also has limited use in adaptive situations. The normative-reeducative strategy involves a more collaborative change process. Individuals are still guided by a rational calculus; however, this calculus extends beyond self-interest to incorporate the meanings, norms, and institutional policies that con- tribute to the formation of human culture.

Describes a field study of a large-scale management development program designed to stimulate middle managerial change. Development of a change typology; Capacity of middle managers to effect a transformational and transactional change targeted at themselves.

This paper develops a model of executive leadership consisting of four competing roles: Vision Setter, Motivator, Analyzer, and Task Master. These four roles are operationalized and hypotheses are then tested concerning their relationships to three dimensions of firm performance using data collected from a sample of 916 top managers. Results suggest that CEOs with high "behavioral complexity"-the ability to play multiple, competing roles-produce the best firm performance, particularly with respect to business performance (growth and innovation) and organizational (stakeholder) effectiveness. Executive leadership role had little to do with firms' financial performance. [ABSTRACT FROM AUTHOR]

This study is based on a nationwide sample of top administrators in state government organizations. Using a critical incident approach, each administrator was asked to select the one change that he or she considered to be his or her most outstanding management improvement action. In describing the change the respondents were asked about their change strategies and resulting outcomes. Using a factor analysis and answers to open-ended questions, eight types of administrative change strategies (Work Methods-Technology, Information Dissemination, Structural Reorganization, Re-training-Replacement, Authority System, Objective Setting- Measurement, Work Flow, Programs) and six types of outcomes (Improved Output Process, Motivational Climate, Resource Acquisition, Coordination, Savings, Equilibrium) were identified. Using a repeated multiple regression analysis, the relationships between the means and ends were explored. The findings illustrate the necessity for a precise definition of effectiveness and the need for a new and larger concept called organizational vitality. The implications for understanding and planning change are discussed at both the theoretical and applied level. It is pointed out that the means-ends model should serve as a useful framework for the planning of change. [ABSTRACT FROM AUTHOR]

Although myths have been comprehensively examined at a cultural or macro level in organizational studies, they have received little attention at an individual level of analysis. This article uses Campbell's "hero's journey" as an analogy for understanding managerial performance myths. The article begins with a review of the literature on individual myths and the hero's journey and then turns to an empirical exploration of managerial high-performance myths. A typology of managerial high-performance myths is derived from data on high-performance experiences. Each of the four myths assumes a different meaning structure. The findings suggest a model for the construction of individual meaning systems in organizations. They also provide important insights on empowerment, leadership, and high performance. [ABSTRACT FROM AUTHOR]

One of the most important elements of the analysis and change process is the theoretical framework that is brought to the diagnostic task. The framework guides the selection of questions that are asked and the conclusions that are reached, and it greatly influences the selection of change strategies and, thus, the eventual outcome of the intervention.In this paper we argue that the practice of organization development has suffered because of single-solution frameworks. In responding to this problem, the paper reviews a recent program of empirical research and proposes a new diagnostic framework. It is argued that the new framework not only reflects the comprehensive theoretical literature but also makes clear those potentially conflicting values that undergird the diagnostic process. [ABSTRACT FROM PUBLISHER]

Presents a study which examined sex discrimination of women employees in terms of occupation rewards in the U.S. as of 1971. Factors which must be considered in the detection of sex discrimination in employment; Method; Results and discussion.

The article reports on the permission granted by Bryant College in Rhode Island to allow teacher-training students to select a major in either bookkeeping and allied subjects or in secretarial sciences. Students who graduated from Bryant's teacher-training division receive, in addition to Bachelor of Science in Business Education, the five-year Professional Teachers Certificate from the State Department of Education in Rhode Island.