Using the case history method, this book documents the actual experiences of three top management groups seeking to develop the full potential of the technical and human resources of their organizations and to grow profitably in both economic and human terms. Each of the organizations is at some stage of the process of changing from the old-fashioned, essentially bureaucratic way of judging and managing employees--XA--to the modern, creative, humanistic approach based on the latest findings of behavioral scientists--YB. The case histories illustrate how top management groups were helped by a consultant to examine and reevaluate their fundamental assumptions about people as employees, to recognize how individual, interindividual, and group behavior affect organizational effectiveness, and to discover how a humanistic approach toward people produces a self energizing, dynamically creative organization. A bibliography, name index, and subject index are provided. (Author/DB)