Presents and examines the "Stages of Commitment to Organizational Change" model in order to provide managers with a cognitive map of how commitment can be generated. Stages include contact, awareness of change, understanding, positive perception, installation, adoption, institutionalization, and internalization. (CT)

Describes a three-dimensional model for human resource development (HRD) professionals. The dimensions are HRD roles (learning specialist, administrator, consultant), practitioner categories (professionally identified, organizationally identified, collateral), and competency levels (basic, middle, advanced). Discusses the model's usefulness for…

Because of today's increasingly complex business environment, decision makers in business need to use a process that takes into account and balances various forces--economic goals, personal values, and explicit values of the corporation. A process model provides a systematic method for ethical decision making. (Author/JOW)

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)

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)

Consists of two articles focusing on (1) a modern behavioral model that takes cues from Hippocrates' Four Temperaments and (2) use of a behavioral approach to improve the effectiveness of meetings. Lists positive and negative behaviors within the meeting context. (CH)

The author states that many career development programs lack strategic attention to one or more system components in the model composed of content, process, and structure. He discusses how to fit career development activities into a model that addresses each component. (CH)

The author presents suggestions concerning the use of video in training programs. Suggestions involve viewing angles, use of humor or animation, models, subtitles and repetition, note taking, feedback, number of viewers, visual and auditory distractions, and use of data. (CT)

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Suggests using Kirkpatrick's four-point framework to design evaluation of training programs. The points are (1) trainee reaction to the course, (2) trainee learning, (3) trainee behavior on the job, and (4) organizational results. (CH)

Whenever there is a data gathering need and a group of people have input, the group interview may be a viable approach. The authors offer a step-by-step model for conducting group interviews. (JOW)

Discusses the terms career development, career planning, career pathing, and career management; identifies the common delivery systems of these career functions; describes a career stages model; identifies career anchors; and discusses work values and interests. (CT)

Research identified six areas of organization change that will have significant effects on development-oriented practices in and around the workplace. By the end of the century, the workplace will be different. The changes will be successful only if people change, develop, and grow. (JOW)

The authors discuss ways to define a company's position on productivity, and explain productivity concepts. They describe a problem cause/solution set matrix with which to identify accurately the most probable cause of productivity problems. (SK)