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This study examines the relationship between personality variables and the effectiveness of U. S. Navy Organizational Effectiveness (OE) consultants. The hypothesis of the study is that personality characteristics of effective OE consultants differ significantly from those of less effective consultants. The corollary hypothesis is that consultant knowledge is a factor contributing to consultant effectiveness. The sample, which consists of 102 U.S. Navy OE consultants from five CONUS based OE Centers, was administered four personality instruments to measure personality variables and a knowledge test. Additionally, a superior and peer rating instrument were administered to measure effectiveness. The research includes a statistical analysis of the data. The consultants are divided into top, middle, and bottom sections based on a combined superior-peer ratings score. T-Tests are conducted on the top and bottom groups to determine the extent to which these groups differ in regard to personality characteristics.

This study examines the relationship between influence behaviors and an individual's effectiveness in a work team. The influence behaviors of individuals in 17 navy decision-making groups from both shore and operational commands are tested in order to determine which behaviors are valued and considered to be most predictive of perceived effectiveness and influence. In addition, individuals' preferences to control or to be controlled are compared with their influence behaviors and perceived effectiveness. The results indicate that individuals who exhibit both behaviors that are aimed at asserting their own ideas or 'selves', defined as agentic behaviors, and behaviors that allow others to express their ideas or 'selves', defined as communal behaviors, are considered most effective by other group members at influencing group outcomes.

This thesis is a compendium of some of the theories, models, and tolls of Organizational Development (OD) and serves as a guide for the author. It represents the current state in the author's quest to apply these theories to the Navy's environment and operational commitments. This OD Handbook starts with a definition and purpose of OD. A list of consultant competencies and behaviors are then generated along with marketing techniques and consultant ethics. Diagnostic models to assist in analysis of the organization are presented. "Consultant Tools" are discussed in terms of transition workshop, hints on data gathering and feedback, strategic planning packages, guidance on contracting, and the stages of group development.

This study examines the relationship between personality variables and the effectiveness of U. S. Navy Organizational Effectiveness (OE) consultants. The hypothesis of the study is that personality characteristics of effective OE consultants differ significantly from those of less effective consultants. The corollary hypothesis is that consultant knowledge is a factor contributing to consultant effectiveness. The sample, which consists of 102 U.S. Navy OE consultants from five CONUS based OE Centers, was administered four personality instruments to measure personality variables and a knowledge test. Additionally, a superior and peer rating instrument were administered to measure effectiveness. The research includes a statistical analysis of the data. The consultants are divided into top, middle, and bottom sections based on a combined superior-peer ratings score. T-Tests are conducted on the top and bottom groups to determine the extent to which these groups differ in regard to personality characteristics., http://archive.org/details/personalitychara1094519495, Lieutenant Commander, United States Navy, Captain, United States Army, Approved for public release; distribution is unlimited.

This thesis is a compendium of some of the theories, models, and tolls of Organizational Development (OD) and serves as a guide for the author. It represents the current state in the author's quest to apply these theories to the Navy's environment and operational commitments. This OD Handbook starts with a definition and purpose of OD. A list of consultant competencies and behaviors are then generated along with marketing techniques and consultant ethics. Diagnostic models to assist in analysis of the organization are presented. "Consultant Tools" are discussed in terms of transition workshop, hints on data gathering and feedback, strategic planning packages, guidance on contracting, and the stages of group development., http://archive.org/details/anorganizational1094521476, Lieutenant, United States Navy, Approved for public release; distribution is unlimited.

This study examines the relationship between influence behaviors and an individual's effectiveness in a work team. The influence behaviors of individuals in 17 navy decision-making groups from both shore and operational commands are tested in order to determine which behaviors are valued and considered to be most predictive of perceived effectiveness and influence. In addition, individuals' preferences to control or to be controlled are compared with their influence behaviors and perceived effectiveness. The results indicate that individuals who exhibit both behaviors that are aimed at asserting their own ideas or 'selves', defined as agentic behaviors, and behaviors that allow others to express their ideas or 'selves', defined as communal behaviors, are considered most effective by other group members at influencing group outcomes., http://archive.org/details/arenavymemberswi1094519167, NA, Lieutenant, United States Navy, Approved for public release; distribution is unlimited.