Contemporary discourse on the changed role of the Dean of an academic institution underscores the importance of aligning Faculty goals and objectives with the institution's vision and mission. This article focuses on the dean as an academic leader charged with the responsibility of shaping the character of the Faculty within a results-driven…

Process improvement and organizational development go hand-in-hand. Building out your organizational process infrastructure will provide the tools necessary to build and maintain effective processes. It takes time, effort, and persistence to get through the initial stages, but the foundational steps of process awareness set the stage for later…

The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

Tomorrow's workforce is seeking more than a paycheck; they want their work to meet their needs for affiliation, meaning, and self-development. Companies willing to meet these demands will capture the enormous profit potential of a workforce of fully engaged workers. This piece explores what engagement is, why it matters, and how human resource…

Looking at literacy teaching across classrooms at the urban Mill City Charter School provides an opportunity to explore the importance of coherence within a school. This work was informed by teachers' voices and classroom observations over several months. Findings suggest that when teachers and school leaders share a common theory and vision for…

A suburban Denver school district has upgraded its management practices by putting into practice a management by objectives and organizational development system. (Author)

The management by objective system defines responsibility and evaluates success by setting and measuring the achievement of objectives. The zero based budgeting system starts budget formation at the $0 point and matches dollar amounts to specific goals. Together, these management concepts help develop an organizational structure. (DF)

The authors argue that organizational development (OD) has evolved as one response to the need for strategies and approaches to planned change. The "stream analysis" approach presented here can be used to understand and plan the change process. This approach can facilitate insight into the state of the change process, before and after…

Management by Objectives (MBO) should focus on objectives to be achieved and the establishment of objectives should involve participation between superior and subordinate. A process is described for facilitating the communications aspect of MBO through the use of a process consultant. (Author/MLF)

After examining how management development and organization theory have developed, the author considers how the two are linked and discusses their place in today's management scenario. Looks at how management development practice has used theories of organizational structure and process, permitting a new form of management appraisal or…

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Options in management style from corporate administration literature available to educational institutions include the choices of Theory X vs. Theory Y, the managerial vs. academic grid, management by objectives, autocratic vs. bureaucratic vs. participative vs. free-rein leadership styles, situational leadership, presidential role, leadership…

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)

Investigated the causal direction between interpersonal trust and assessed value of an MBO program in a large mass-transit organization. Three measures of trust were collected. Results indicated that trust in superiors and trust in top management affect the assessed value of MBO and suggests that an interaction effect occurred. (Author)

Suggests eleven steps for the adviser of a student business organization in developing a program of work so that students (1) learn the management-by-objectives approach to planning and evaluating, (2) are involved in committees, (3) use principles of delegation, (4) base the budget on the planned activities, and (5) record chapter activities. (MF)