Ross H. Tartell
- Ph.D., Social Psychology, Teachers College, Columbia University (1984)
- M.B.A., Management of Organizations, The Graduate School of Business, Columbia University (1981)
- M.Ed., Counseling, Teachers College, Columbia University (1976)
- B.A., Social Science, Hofstra University (1974)
- Employee engagement
- Factors impacting the effectiveness of learning and development efforts
- Leadership development
- Consulting skills
Tartell, R. (2013). It’s all about the manager. Training Magazine, July/August, 12-13.
Tartell, R. (2013). Collect data to create great training. Training Magazine, May/June, 14.
Tartell, R. (2012). Power up your brainstorming. Training Magazine, November/December, 18.
Tartell, R. (2012). Employee engagement – Why care? Training Magazine, July/August, 10-11.
Tartell, R. (2011). Can leadership ethics be learned? Training Magazine, May/June, 17-19.
Johnson, H. H., Hollister, R., Tartell, R., & Wilcox, L. (2005). Case Study: You walked into a political minefield, and I hope you survive. OD Practitioner, 37(4), 52-55.
Thomas, C.C. & Tartell, R. (1991). Effective Leadership: Evaluations of the next generation of workers. Psychological Reports, 69, 51-61.
Hornstein, H.A., Heilman, M.E., Mone, E., & Tartell, R. (1987). Responding to contingent leadership behavior. Organizational Dynamics, 15, 56-65.
Tartell, R. (1987). What to look for when you buy training. Training and Development Journal, 41, 28-30.
President, Southern Connecticut chapter of ASTD
- Academy Management
- American Psychological Association (APA)
- American Society for Training and Development (ASTD)
- OD Network (ODN)
- Society for Human Resource Management (SHRM)
- Society for Industrial and Organizational Psychology (SIOP)
Editorial Board of OD Practitioner
Editorial Board of Training Magazine
ORLJ 5019: Data-based interventions in organizations
Prerequisite: ORLJ 4009. Reviews tools for collecting, organizing, and analyzing qualitative and quantitative data in organizations. Students explore and practice the use of data collection techniques most frequently utilized by practitioners in the field (secondary data, observations, questionnaires, interviews, and focus groups), as well as practice analysis techniques associated with these tools. The use of diagnostic tools is considered within the framework of the consulting cycle (contracting and planning, data collection, data analysis, and data feedback). Upon completion of this course, the students should be well prepared to engage in a consultation with the real client.
ORLJ 5045: Organizational dynamics and theory
Prerequisite: ORLJ 4005 or equivalent. Study of organizations as total systems with consideration of different types of organizations. Emphasis on the impact of such dimensions as mission, strategy, structure, culture, systems, and leadership on individual and organizational performance and vice versa. Organizational change is also addressed.