Subject Index

Note: This index also contains the names of ICI personnel and external consultants.

Agricultural Division see ICI: Agricultural Division

Alkali Division see ICI: Mond Division

Allen, Sir P.C., 70, 94, 99–100, 108–9, 272

American influences see United States

Ammonia Works, Agricultural Division (1971–75), 186–9

analysis, levels of, and study questions, 46–51

antecedents of organisation development in ICI, 478–81, 492–8

Agricultural Division, 141–2, 494–6

Mond Division, 338–42, 345–48

Petrochemicals Division, 237–44, 494–6

Plastics Division, 289–91, 496–7

Bainton, T.

in Millbank, 416, 421–2, 430

in Mond Division, 335–8, 342, 344, 352, 354, 356, 462, 492

Bay, F., 334, 337, 342, 344, 353, 362–3, 368, 463, 491

Billingham see ICI: Agricultural Division

boards see management

Bridge, G.

in Agricultural Division, 121, 485, 495–6

and external change agents, 146–7

and management, 143–6, 151–2, 195, 465–8

and MUPS, 88, 103

personality and leadership, 160, 400, 454, 457

policy statement, 139

and training, 150, 153–4, 335, 342

in Millbank, 88–90, 101–19, 156, 179, 483, 509

Brown, J.,

in Agricultural Division, 178, 184–6, 193

Brown, W.,

in Petrochemicals Division, 239, 242–3, 253, 256–7, 487, 500, 510–11

BrunnerJ., 320–1, 328

business development and history, ICI, 69–79, 121–39, 410–13

in Agricultural Division

(1920–57), 121–57

(1958–78), 132–9

(1976–81), 209–13

and economic context see ICI, changing business

in Mond Division, 321–34 (1979–83), 364–75

in Petrochemicals Division (1958–81), 215–33

in Plastics Division (1945–81), 259–83 see also production

Callard, Sir J., 70, 108, 225, 391, 396–8

Campbell, G., 338, 349, 365–6, 491

capital expenditure see investment etc

capital intensity, 56–7

capitalism as world system, 32

Central Personnel Department see organisation development, ICI

Chairman’s weekly meeting, 383–4

Chairman’s Group Conference, 402, 412, 415, 416, 417, 422, 435, 463

Chambers, Sir P., 70–3, 91, 95, 99, 284, 383, 388, 448, 450

change agents

external, 39, 146–7, 312, 318

internal, 39, 110–14, 477–8;

see also undernames of each ICI Division

chemical industry, trends and characteristics, 53–69

capital intensity and scale of production, 56–7

cyclical economic effects, 58–9

expenditure on research, 57

growth, rapid, 54–6

heavy sector, recent hard times, 60–2

size, pervasiveness and criticality, 54

trade and competition, international, 52, 57–8, 82–3

in UK (1960–83), 52, 62–9

see also ICI

co-partnership, 125–6, 128

competition and trade

in chemical industry, 52, 57–8, 82–3

in ICI, 79–82, 93–5, 122, 133, 411, 449

Agricultural Division, 122, 133, 210

Mond Division, 327–8

Petrochemicals Division, 216, 220

Plastics Division, 265

consensus decision-making, 388–9

consultants see change agents

content in strategic change, 439–40, 454

context

economic, UK chemicals industry (1960–83), 52, 62–9

in organisation development, 15–18, 35–8, 479–84, 492–8

in strategic change, 439–40, 453–71

mobilisation of context to creat change, 49, 237, 427, 443, 447, 455–58

contextual analysis, 35–38, 41–2, 47–9

continuity, 381–91, 436–7, 477

and change (1950s-83), 444–53

Cowan, D., 285, 287, 292–3, 299–304, 308, 310, 489–90, 497

crisis theory of change, 446

cultural

perspectives on organisational process, 41–6

theories of choice and change, 44–5

culture see ICI, culture and organisation

data base and research questions, 38–42

decision-making, 20–1, 43, 45

see also management; strategic change

diffusion and doubt stage in

Agricultural Division (1972–76), 140–1, 173–96

management-union problems, 176–96

diversification, 92–3

Dow, S., 284–317, 469, 489–90, 496–7, 511

Dudley, S., 88, 515, 517, 519

and evolution of OD, 103–19, 483–4

and MUPS, 89, 103

and Roberts, 309

and strategic change, 380–1, 393–408, 414–16, 428–36

and United States competition, 94

economic

context of chemical industry (1960–83), 52, 62–9

cycle, 269, 447–8

employees, numbers of, in chemical industry, 65, 68

employees, numbers of, in ICI, 75, 377, 426, 449

Agricultural Division, 123, 127, 137–8, 301, 451

in Mond Division, 319, 371–3

in Petrochemicals Division, 216, 224

in Plastics Division, 261, 267, 279–80, 282, 286–7, 302, 304–5

see also redundancies

Engineering Works, Agricultural Division (1972–77), 189–96

Evans, T.

in Agricultural Division, 147, 152–4, 157, 160, 467, 495

inMillbank, 88, 103–11, 113–14, 118, 483–4

evolutionary development of firm, 445–6

exclusivity dilemma for innovation, 505–15

expenditure see investment

failure of organisation development see organisation development in ICI, decline

Fleck, A., 96, 142, 284

flow chart, Petrochemicals Division, 219

functionalist approaches to organisation theory, 29, 32–3

General Chemicals Division see ICI: Mond Division

group level analysis, 46–8

growth of chemical industry, 54–6, 61

see also production/sales/profits

Harvey-Jones, J.

in Millbank

as Chairman, 70–2, 376–8, 448, 452

and strategic change, 381, 393–436, 459–62, 484

in Petrochemicals Division, 157

as chairman, 221, 236, 245

and management, 231–3

and OD unit, 236–57

passim, 457, 487–8, 496, 500–1, 509

and strategic change, 466–9

Heath, B., 235–6, 244–50, 487–8, 500–1, 509

Heavy Organic Chemicals Division see ICI: Petrochemicals Division

Hinton, Rev., 173, 179, 185, 188

Hodgson, Sir M., 70, 376–7, 391, 409–10, 412–13

Hunt, P.D., 285, 287, 292–3, 299–304, 308, 490, 497

ICI

business history, culture, performance (1960–83) , 69–79; see also under Divisions

changing business and economic context , 52–83

chemical industry generally, 53–62

chemical industry in UK, 52, 62–9

competitors (1967–81), 79–82

recent history, 69–79

competitors, 79–82, 93–5, 122, 133, 411, 449: see also under ICI Divisions

corporate headquarters see ICI: Millbank

culture and organisation, managerial (1966–83), 69–79, 450–1; see also under ICI Divisions

diversification, 92–3

employees, 75, 377, 426, 499; see also under ICI Divisions

investment and expenditure, 78–81, 411, 448, 452 (1950s–60s), 94–5; see also under lCl Divisions

production/sales/profits, 74–8, 377, 387, 411–15, 420, 447–8, 450–1 (1950s–60s), 93–5; see also underlCl Divisions

technological innovation, 94–5, 133–4, 142, 449–50; see also under ICI Divisions

see also organisation development; trade unions

ICI: Agricultural Division

board, 125–32, 136, 142–4, 176–209

see also organisation development

business development

(1920–57), 121–32

(1958–83), 132–9

change agents, external, 146–9, 157–76, 487, 513, 518

change agents, internal, 88, 121, 139–80, 187–206, 485–7, 495–6, 512–19

comparison with Petrochemicals Division, 221–4, 227, 229, 234

competition, 122, 133, 210

employees, 123, 127, 137–8, 201, 451

investment and expenditure, 122–3, 196

managerial culture and organisation

(1920–57), 125–32

(1976–83), 196–209

organisation development see organisation development

organisation strategy for creating

change, 156–209

birth and pioneering (1969), 140, 158–66

diffusion and doubt (1972–76), 140–1, 173–96

opportunities and refocussing (1976–83) 141, 196–209

production/sales/profits, 121, 137–9, 196–7, 200, 209

social innovation (1962–69), 143–59

strategic change (1962–67), 143–59, 454, 465–8

see also trade union

ICI: Millbank

board, 70–3, 378, 381–91, 422–5; see also organisation development

change agents, external, 87–9, 100–1, 113, 146, 394–408, 413–16, 428–36, 484, 519

change agents, internal, 88–90, 94, 101–19, 146–7, 376–81, 391–437, 483–5, 515–19

corporate strategic change

(1958–83), 444–53

(1973–83), 376–437, 459–65

managerial culture and organisation (1970s), 381–91

organisation development see organisation development

trade unions, 393, 400

ICI: Mond Division

board, 319–20, 328–34, 338–45, 362–4

see also organisation development

business history and organisation, 321–34

(1979–83), 364–75

change agents, external, 320, 335–8, 342–4, 352, 354, 356, 364–6, 462, 492, 519

change agents, internal, 334–55, 361–70, 490–2, 515, 519

competition, 327–8

employees, 319, 371–3

managerial culture and organisation, 328–34

organisation development, 334–64

see also organisation development

production/sales/profits, 319, 322–7

strategic choice (1973–83), 454, 459–65, 474–5

top-down strategy for creating change, 319–75

business crisis (1979–83), 364–75

business history, 321–34

trade unions, 334, 345–54, 359–60

ICI: Petrochemicals Division, enforced change strategy, 214–56

board, 221, 225–33, 307–14

business history, organisation and culture (1958–81), 215–33

change agents, external, 236, 252–3, 462

change agents, internal, 221, 231–57, 487–8, 496, 500–1, 509–11

comparison with Agricultural Division, 221–4, 227, 229, 234

competition, 216, 220

employees, 216, 224

managerial organisation and culture, 225–33

merger with Plastics see ICI: Plastics organisation development, 234–57

see also organisation development

production/sales/profits, 217–18, 220, 229

see also trade unions

ICI: Plastics Division, change without political support, 258–318

board, 260, 270–83, 311–14

business history, organisation and culture (1945–81), 259–83

change agents, external, 286, 287–88, 309–12

change agents, internal, 272, 284–317, 489–90, 496–7

competition, 265

employees, 261, 267, 279–87, 302–5, 451

investment and expenditure, 261, 268

managerial culture and organisation

(1945–63), 270–4

(1964–80), 274–83

merger with Petrochemicals Division, 214, 258, 266, 318, 377, 406, 417–22, 425, 435–6

organisation development, 283–318; see also organisation development

production/sales/profits, 261–5, 268

strategic change (1967–81), 258–59, 263–70, 454, 457, 469–71

ideological shifts, 446–9

inclusivity dilemma for innovation, 505–13

incremental adjustment and revolution (1950s–83), 444–53

industrial relations see Manpower Utilisation etc; trade unions

inertia, 260, 270, 399–403

innovation see technological innovation

institutionalisation of OD, 193–5, 435–36

integrative structures and cultures, 456

interest groups, 42–4

see also political

internal organisation development, 498–505

investment/expenditure/capital

in chemical industry, 57, 66–7

in ICI, 78–9, 81, 411, 448, 452

Agricultural Division, 122–3, 196

Mond Division, 322

Petrochemicals Division, 217

Plastics Division, 261, 268

see also business

James, T.

at Millbank

and strategic change, 380–1, 400, 403–8, 433–4, 484, 515

and training, 414

at Petrochemicals Division

and board, 252, 431

and merger with Plastics Division, 256, 318, 421

and organisation development, 236–9, 243–8, 487–8, 500–1

job-enrichment, 148

Jones, D., 334, 337, 344, 463–4, 490

labour productivity, 450

see also Manpower Utilisation etc; trade unions

Larsen, R., 141, 176–7, 193, 205–6, 487, 513, 518

leadership behaviour in change processes, 143–47, 152–55, 231–32, 245, 257, 335–36, 341–44, 368–72, 376–81, 423–24, 426–29, 440, 453, 455, 457–58, 459–68, 473

see also change agents; management

legitimacy of organisation development, 498–505

legitimisation and delegitimisation of organisation development, 27, 44, 49

legitimisation processes for strategic change, 443, 453, 455–58

life cycle

of firm, 445–6

of strategies, 21

McBride, R., 404–6, 484

McGill, H, 179–80, 189–90, 192

McGowan, Sir H., (later Lord McGowan), 123, 321, 388

McGregor, D, 87–9, 100–1, 113, 146, 466–7

management/board

culture see ICI, culture and, organisation

lack of support from see ICI: Petrochemicals

tasks in creating change, 471–6

and technology, 143–4

see also under each ICI Division, board and managerial

Mann, N.,

at Millbank, 432, 436–7

atMond, 336, 338, 344, 351, 354, 366–70, 463, 490, 492

manpower see employees

Manpower Utilisation and Payment Structure/Weekly Staff Agreement, 73, 84–90, 478, 493

and Agricultural Division, 143, 148, 154–7, 172, 179–81, 198, 205

antecedents, 90–8

change agents and, 110–14

legacy of, 114–19

legitimacy of, 98–102

and Millbank, 483–4, 516

and Mond Division, 334, 347–8, 351

and Petrochemicals Division, 225, 229–33, 237–8, 240

rescuing, 102–3

see also trade unions

market focus, 450–1

Marsh, P., 180, 189–90

Marshall, S., 336–8, 353–4, 357, 365–7, 462, 491, 515

Marxism, 29–34, 445

Mercer, R.

in Agricultural Division, 146–7, 175, 467

in Millbank, 89, 113–14, 394–408, 413–14, 428–36, 484, 519

in Petrochemicals Division, 236, 252–3, 462

Methanol 2, Agricultural Division, 158

Miles, P.

in Agricultural Divison, 140–1, 165–7, 172–7, 193–5, 203, 486, 512

in Plastics Division, 284, 290–3, 489

Millbank see ICI: Millbank

mobilisation of context to create change, 49, 237, 427, 443, 447, 455–58

Mond, Sir A, 96, 123, 125–6, 128, 321

Mond, L., 320–1, 328

Mond Division see ICI: Mond Division

Moores, P., 141, 203–4, 206, 211, 487, 513, 515

MUPS see Manpower Utilisation etc

OD see organisation development

Oldham, C, 158, 163

organisation see ICI, culture and organisation

organisation development in ICI, 39–41, 46–50

antecedents see antecedents

context of, 15–18, 35–8, 479–84, 492–8

criticisms of, 91–114, 342–3; see also under organisation development in Divisions

decline and failure, 49–50, 203, 251–7, 316–18

defined, 3–4

internal, 498–505

legitimisation and delegitimisation, 27, 44, 49

origins and history of, 4–8

process, 15–18

studies of, 3–18, 23–5, 28, 35

success, 49–50

training in, 343–4, 365–6; see also under organisation development in ICI Divisions

use, impact and fate of, 477–519

contexts, antecedents and birth, 479–81, 492–8

exclusivity and inclusivity dilemma, 505–13

lessons from, 513–19

structure, internal development,

strategy and legitimation of, 498–505

variation in history and impact of, 483–92

values, concepts and theories, 6–7, 103–4, 161–4, 171, 235, 249, 342–6

see also change agents; trade unions

organisation development in ICI: Agricultural Division, 139–42, 478, 485–7, 499, 502–5, 517–18

antecedents, 141–2

birth and pioneering stage (1969–72), 140, 158–73

context, 166–8

criticisms of, 165, 171, 193, 203

exclusivity and inclusivity 511–13

management-union problems

(1970–76), 176–96

opportunism and refocussing stage

(1976–83), 141, 196–209

managerial culture and concerns, 197–203

refocussing (1976–81), 203–9

survival and regeneration, 209–13

training, 139, 145–55, 160, 171, 187, 207

organisation development in ICI: Millbank, 109, 112, 379, 499

condition and use

(1973–77), 391–5

(1978–83), 403–25

contribution of resources and methods, 425–36

exclusivity and inclusivity, 511

lessons from, 513–19

opening up (1974–77), 395–403

inertia, 399–403

secretarial error, 397–9, 462

role for (1965–72), 84–119

birth, development and use, 87–90, 103–7

legacy of MUPS/WASA/SDP, 114–19

resistance to change, 87–90, 105–6, 110–13, 118, 380, 413–14

training, 87–90, 105–6, 110–13, 118, 380, 413–14

organisation development in ICI: Mond Division, 334–64, 478, 490–2, 499

and board (1970–76), 338–54

Lostock experiment, 354–61

purpose and unity on Mond board, beginnings of (1977–79), 362–4

resources, use of, 334–8

works and industrial relations (1965–76), 345–54

organisation development in ICI: Petrochemicals Division, 234–57, 478, 487–8, 499, 505, 517

antecedents of, 237–44, 494–6

criticisms of, 241–3, 252, 255–6

exclusivity and inclusivity, 509–11

from Task Force to OD unit (1970–72), 244–8

internal life (1970–72), 248–51

training, 228–9

demise of (1972–73), 251–7

organisation development in ICI: Plastics Division, 283–318, 478, 488–90

antecedents of, 289–91, 496–7

board and, 307–16

Training and Personal Development Dept, 291–307

criticisms of, 289–305 passim, 309, 313

demise of, 316–18

exclusivity and inclusivity, 509, 511

external evolution (1969–72), 293–9

image of (1972), 302–4

internal evolution (1969–72), 299–302

redundancy and false dawn (1972–76), 304–7

training, 292–5, 299–300

organisation theory

context and process linked, 35–8

criticisms of, 28–35

functionalist approaches to, 29, 32–3

Marxist approaches to, 29–34

radical approaches to, 29, 31

studies of, 28–35

organisational process, 41–6

Parker, J., 244–50, 487–8, 496, 500–1, 509

participation, 344

PCD see ICI: Petrochemicals Division

Personnel Committee, Millbank, 381

personnel departments see ICI: Petrochemicals Division

Plastics Division see ICI: Plastics Division

Policy Groups, Millbank, 382–90, 417–21, 427

political

impact on strategic change processes, 41–5, 49

influence, 196, 201

perspectives on organisational process, 41–6

support, lack of see ICI: Plastics Division

theories of choice and change, 42–5, 442–3

population ecology, 34

power, 27, 144, 443

and decision-making, 45

relationships, 29–30

see also management; ICI: Millbank

problem sensing for strategic change, 434, 437, 440, 458, 473

process

alternative theories of choice and change, 19–23, 41–5, 440, 442

boundedly rational, 20

garbage can, 22–3

incremental, 22–3, 441–42, 471–72

political, 42–5

political and cultural, 44–5, 442–5, 458, 460, 474

rational, 19–20, 23, 440–41, 457

link with context in organisation change, 35–8, 50–51, 438–40, 453–55

in strategic change, 439–44

patterns in, 453–71

production/sales/profits

chemical industry, 56–9, 63–4, 73, 79–80, 82–3

in ICI, 74–8, 93–5, 377, 387, 411–15, 447–8, 450–1

Agricultural Division, 121, 137–9, 196–7, 200, 209

Mond Division, 319, 322–7

Petrochemicals Division, 217–18, 220, 229

Plastics Division, 261–5, 268

see also business

productivity bargains see Manpower Utilization etc

profit-sharing, 125–6, 128

profits see production

rationalisation programme, 377

recession and ICI, 93, 447, 449, 451

Agricultural Division, 196, 201–2

Mond Division, 319, 327

Petrochemicals Division, 218, 220

Plastics Division, 266–8

redundancies and severance, ICI, 75–76, 377, 412–13, 420–21, 426, 447–48, 450–53

Agricultural Division, 122–23, 134, 137–38, 206–09

Mond Division, 319, 371–75

Petrochemicals Division, 318

Plastics Division, 267, 279–82, 286–7, 302, 304–5, 318

Reilly, M., 288–9, 314, 317–18

research and development in ICI, 57, 124, 144

research questions and data base, 38–42, 46–51

resistance to change, 98–114

revolution and incremental adjustment (1950s–83), 444–53

riggers in Agricultural Division, 184–6

Ripley, N., 139, 157

background, 502

and board, 140, 467–8

and OD, 158–77, 193–6, 199, 485–6, 503–5, 512, 517

risk aversion factor, 199–200

Rutherford Panel and Report, 87–8, 97–101

sales see production etc

SDP see Staff Development Programme

segmentalist structures and cultures, 456

severance see redundancies

specialisation, 61

specialist change resources, 477–519

see also organisation development in ICI, use, impact and fate of

specialists see change agents; organisation_development in ICI

stability see continuity

Staff Development Programme, 85–6, 89–90, 103, 110–18, 478

Petrochemicals Division, 234–43

Mond Division, 334, 348

Plastics Division, 297 see also Manpower Utilisation etc

stages of strategic change, 433–5, 473–6

strategic change, xviii, xix, 19–23, 25, 41, 50–1, 99, 117, 376–81, 395–403, 414–37, 438–76

analysis levels and study questions, 46–51

context, process and content, xviii, 19, 25, 50–1, 438–40, 453–5

data base and research questions, 38–42

definition of, 438

literature on, 19–23, 440–6

and organisation development (1973–83) 376–437; see also organisation development in ICI: Millbank

political and cultural perspectives on organisational process, 41–6

problem sensing and, 434, 437, 440, 458, 473

process, 438–76

managerial tasks in creating, 471–6

patterns in, 453–71

revolution and incremental

adjustment (1950s–83), 444–53

stages of, 433–5, 457 see also ICI: Agricultural Division, organic strategy; ICI: Mond Division, top-down strategy; ICI: Petrochemicals Division, enforced change; ICI: Plastics Division, change without political support etc

structure

of organisation development groups, 498–505

and systems of top of ICI, 381–91 see also management culture and organisation of ICI: Agricultural Division; ICI: Mond Division;

ICI: Petrochemicals Division;

ICI: Plastics Division

T-groups see organisation development in ICI, training

technological innovation in ICI, 133–4, 449–50

(1950s–60s), 94–6

Agricultural Division, 133–4, 142, 199

trade, international see competition and trade

trade unions and organisation development

Agricultural Division, 126, 131–2, 143–4, 148, 154–7, 176–99, 202, 205

Millbank, 393–5, 400

Mond Division, 334–35, 354–61 (1965–76), 345–54

Petrochemicals Division, 221, 225, 229–33, 237–8

productivity bargains see Manpower Utilisation etc

training see organisation development, training

United States, influence of, 5, 7, 87, 89, 95, 105–6, 112–13, 118, 394

Agricultural Division, 139, 145–6, 156

Mond Division, 335, 337, 355

see also under each ICI Division, change agents, external

use, impact and fate of organisation development see under organisation development

values see organisation development, values etc

Ward, K, 235–44, 249, 253–7, 487, 500, 509–11

Weekly Staff Agreement (WSA) 73

see also Manpower Utilisation etc

Wilson, B., 352, 356

and Mann, 366–7, 492

and Marshall, 336–7, 365, 367

and Woodburn, 342–4, 354, 462

Woodburn, T.,

in Millbank, 400, 403, 416–22, 426–30, 436, 484

in Mond Division, 335–44, 349–55

passim, 362, 368, 458–63, 490–2

Wright, Sir R.,

as Chairman of ICI, 70, 391, 397, 400–1, 403, 422, 429, 463

as personnel director, 108, 394, 396

WSA (Weekly Staff Agreement), 73 see also Utilisation etc