Thesis (MComm (Industrial Psychology))--Stellenbosch University, 2008. / The present study evaluates the influence on the four factors of an innovative work group climate, namely participative safety, vision, support for innovation and task orientation, of a team development intervention based on improvisational theatre exercises. In the literature study, these four factors are compared with the principles of improvisational theatre, namely trust and support, agreement, listening and awareness, and narrative skills. A quasiexperimental study was conducted. Differences in pre-test and post-test scores of an experimental group (ne=15), who took part in a half-day improvisation theatre team development intervention, are compared with the differences in pre- and post-test scores of a control group (nc=13). The sample consisted of two teams from a health care management unit, which formed part of the health care department of a large insurance company in South Africa. The results show that, for innovative work group climate as a whole, the experimental group’s scores improved significantly (p<.01) in comparison to the control group’s scores. The experimental group’s scores for the three factors, vision, participative safety and task orientation, also improved significantly in comparison to the control group’s scores (p<.05 for all three factors). However, the experimental group’s score for support for innovation did not improve significantly. It is therefore concluded that the intervention had a positive influence on climate for work group innovation, based on its impact on the three factors, vision, participative safety and task orientation. In conclusion, this study builds on previous research that endorses the application of improvisational theatre techniques in organisational development settings.

A pre- and postexperimental design with a control group was used to evaluate the effectiveness of a management development program. Subjects were 48 first line staff supervisors employed by a major manufacturing company. The training group subjects (n = 24) attended the company's 1-week training program. Subjects in the control group (n= 24) were similar with respect to plant location, job assignment, etc. A 42-item employee-opinion questionnaire was constructed to measure supervisory style and work.-group climate. The subjects' subordinates (n = 313) completed the questionnaire before and after training. Eleven items identified by content analysis as most relevant to the training content comprised the measure of training effectiveness. An analysis of covariance was performed using the pretest as the covariate. Results indicated no significant training effects.