Organizational development (OD) and its future are discussed. Examines database implications about OD's applications. Reports an effort to transcend the limitations of the literature, based on a very intensive search for OD applications in both business and government contexts. (CT)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (CT)

In a study designed to investigate methods for developing people in a corporate setting, data were collected from 258 male managers. Results indicate that mentoring is a significant predictor of career success for fast-track employees as well as for the steady-track form of career success. (CH)

While articles written about quality circles are always positive, there are negative aspects to such programs, and there have been programs which have failed. This article describes the advantages and disadvantages of Quality Circle Programs. (JOW)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

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)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

EDGE is a flexible group technique that enables participants to express, explain, exchange, and encapsulate their suggestions for creating their corporation's competitive edge. EDGE has two important outcomes: participants become more comfortable with each other and with problem solving, and they acquire small group skills. (JOW)

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)

Training plays a key role in the development of work teams. Seven components of successful work teams are clear goals, talent, understanding of roles, efficient procedures, good interpersonal relations, active reinforcement, and constructive external relations. (SK)

Discusses the wilderness lab medium for executive and team development. Provides insights on key design elements and facilitation challenges useful to potential wilderness lab "consumers." (JOW)

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 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)

Career cycles should be considered apart from life cycles, even though the two are interrelated. This essay examines five theories about life and career cycles, and offers insights into their limitations and potential uses. (JB)