Smooth relations between unions and management are shown as a function of solid planning and implementation. The authors discuss developing new organizational structures, creating new opportunities, designing and planning, governing and managing, developing and delivering training, and creating awareness. (CT)

The author examines the shift from generalized management training to learning experiences specifically tailored for application on the job. He argues that acquisition of knowledge is not enough, if learners do not have the skills of application to follow through on what was learned. (SSH)

Examines new developments in the automobile industry (specifically, recent union contracts) and how they may change the way we look at the labor/management equation. (CT)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

Recommends a five-step process for selecting the appropriate program for training administration. Includes selection criteria, a list of programs, and resources and suppliers. (JOW)

A strategic planning model for organizational effectiveness is built around the following elements: mission, key results, critical issues, goals, objectives, and strategies. Keeping the planning model simple and expectations reasonable increases chances for success. (JOW)

Managers are people who do things right; leaders are people who do the right thing. Both roles are crucial, but differ profoundly. Four competencies of leadership are management of attention, of meaning, of trust, and of self. (JOW)

Focuses on some important aspects of managing training activities, such as arranging program logistics, obtaining/hiring program resource people, preparing budgets and plans, training and supervising personnel and managing leadership. (CSS)

Proposes a conceptual framework for considering the development of human resources in an overseas context. This approach is termed "transfer of technology." Its objective is to encourage companies operating overseas which are responsible for developing client human resources to look at the process from a perspective other than just…

In the field of organizational development, it is almost self-evident that an intervention or change action comes after a period of data gathering and/or analysis of the organization. This article explores how a manager can determine what actions to take following an organizational diagnosis. (LRA)

National Technological University, a consortium of 29 universities linked with industries and government, offers a master's program in management of technology. The program consists of 6 semesters of courses delivered via satellite and 7 1-week residencies with a final student project. (SK)

Warren Bennis discusses the field of organization development and its needs, applications, unresolved problems, and future. (LRA)

Reviewing the development of organizational development (OD) since 1969, the author describes the emerging values and historical perspectives of the field, provides a cross-section of processes and theories, and clarifies the changing relationship between the organizational development and human resource development fields. (LRA)

Describes how a Xerox business group, in designing a program for its engineers' development, faced the following major issues: competition, changing technology, maturing technical population, shorter product development cycle, unit manufacturing cost, and quality. Also discusses committing line management, paying for school, continuous training,…

Four training experts are interviewed regarding developing training programs on an unfamiliar topic. They all said: teach yourself first, determine the needs to be met, and use the experts. They disagreed on the degree of knowledge a trainer should attempt to achieve and the types of resources trainers should use. (CT)