Developing a Community-Based Program for Reducing the Social Impact of a Plant Closing
dc.contributor.author | Taber, Thomas | en_US |
dc.contributor.author | Walsh, Jeffrey | en_US |
dc.contributor.author | Cooke, Robert A. | en_US |
dc.date.accessioned | 2010-04-13T19:08:22Z | |
dc.date.available | 2010-04-13T19:08:22Z | |
dc.date.issued | 1979 | en_US |
dc.identifier.citation | Taber, Thomas; Walsh, Jeffrey; Cooke, Robert (1979). "Developing a Community-Based Program for Reducing the Social Impact of a Plant Closing." The Journal of Applied Behavioral Science 15(2): 133-155. <http://hdl.handle.net/2027.42/67093> | en_US |
dc.identifier.issn | 0021-8863 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/67093 | |
dc.description.abstract | On January 16, 1975, MN Industries announced their decision to phase out operations at their Great River, Michigan plant. The announcement triggered a course of events that culminated in an innovative social experiment, the impact of which cannot be fully known. The experiment melded management, union, university, and community representatives into a temporary interorganizational system. This voluntary coalition assumed responsibility for organizing available human services into a coordinated attack on the complex and intense problems expected to result from sudden widespread unemployment. Since the coalition was unique, it required equally unique combinations of organizational theory and intervention to facilitate its development. This paper describes critical phases in the development of the system, action steps taken to facilitate passage through each phase, and organizational theory useful for understanding and evaluating the processes that took place. | en_US |
dc.format.extent | 3108 bytes | |
dc.format.extent | 2424362 bytes | |
dc.format.mimetype | text/plain | |
dc.format.mimetype | application/pdf | |
dc.publisher | Sage Publications | en_US |
dc.title | Developing a Community-Based Program for Reducing the Social Impact of a Plant Closing | en_US |
dc.type | Article | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbsecondlevel | Psychology | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Institute for Social Research, The University of Michigan. | en_US |
dc.contributor.affiliationother | Department of Management, University of Cincinnati. | en_US |
dc.contributor.affiliationother | Batelle Human Affairs Research Centers. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/67093/2/10.1177_002188637901500203.pdf | |
dc.identifier.doi | 10.1177/002188637901500203 | en_US |
dc.identifier.source | The Journal of Applied Behavioral Science | en_US |
dc.identifier.citedreference | Alderfer, C. P. Change processes in organizations. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand Mc Nally, 1976, Chapter 36. Pp. 1591-1638. | en_US |
dc.identifier.citedreference | Cobb, S., & Kasl, S. V. Some medical aspects of unemployment Paper read before the Industrial Gerontology Seminar. Annapolis, Maryland, April, 1970. | en_US |
dc.identifier.citedreference | Cooke, R. A. Managing change in organizations. In G. Zaltman (Ed.), Management principles for nonprofit organization. New York: AMACOM, 1979 (in press). | en_US |
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dc.identifier.citedreference | Gore, S. The influence of social support in ameliorating the consequences of job loss. Philadelphia: The University of Pennsylvania, unpublished Ph D dissertation, 1973. | en_US |
dc.identifier.citedreference | Iscoe, I. Community psychology and the competent community. American Psychologist, 1974, 29 (8), 607-613. | en_US |
dc.identifier.citedreference | Katz, D., Guteck, B. A., Kahn, R. L., & Barton, E. Bureaucratic encounters: A pilot study in the evaluation of government service. Survey Research Center, The University of Michigan, 1974. | en_US |
dc.identifier.citedreference | Rapoport, R. N. Three dilemmas of action research. Human Relations, 1970, 23, 499-513. | en_US |
dc.identifier.citedreference | Rice, A. K. Individual, group and intergroup processes. Human Relations, 1970, 22 (6), 565-584. | en_US |
dc.identifier.citedreference | Schulberg, H. C. Challenge of human service programs for psychologists. American Psychologist, 1972, 27 (6), 566-573. | en_US |
dc.identifier.citedreference | Thompson, J. D. Organizations in Action. New York: Mc Graw-Hill, 1967. | en_US |
dc.identifier.citedreference | Walsh, J. T., & Taber, T. D. Assessing the effectiveness of nonprofessional counseling during a plant closing. Presented at the Convention of the American Psychological Association, Washington, D.C., September, 1976. | en_US |
dc.identifier.citedreference | Zaltman, G., Florio, D., & Sikorski, L. Dynamic educational change. New York: The Free Press, 1977. | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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