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Concept Reading: A Process for Re-engineering Processes.
Hutchison, Cathleen Smith – Performance and Instruction, 1995
Discusses reengineering in the context of organizational processes, and presents six steps for reengineering business processes: (1) prepare to reengineer; (2) map what is occurring to accomplish processes; (3) map what should be occurring; (4) implement; (5) evaluate; and (6) monitor. Also offers a related reading list. (JMV)
Descriptors: Change Strategies, Evaluation, Organizational Development, Planning
Mega Planning: The Changed Realities--Part II.
Kaufman, Roger – Performance and Instruction, 1996
This second article in a three-part series on strategic planning offers insight on the planning process itself. Discusses identifying long-term and short-term missions, and developing the strategic plan. (DGM)
Descriptors: Long Range Planning, Mission Statements, Organizational Development, Strategic Planning
What Works and What Doesn't: Evaluation beyond Kirkpatrick.
Kaufman, Roger; And Others – Performance and Instruction, 1996
Discusses evaluation for human performance improvement and organizational success. An expanded framework that builds on the traditional four-level training evaluation framework is suggested that includes strategic and tactical planning, performance improvement, organizational development, customer satisfaction, total quality, societal…
Descriptors: Evaluation Methods, Improvement Programs, Organizational Development, Performance Technology
Team Building: Is It Necessary?
Darling, John R.; And Others – Performance and Instruction, 1984
This examination of the organizational development model of change as it applies to management development within a complex organization of higher education includes some practical results from applying this model and insights into how to manage a public or private organization. (MBR)
Descriptors: Efficiency, Higher Education, Management Development, Models
The Long and Winding Path (from Instructional Design to Performance Technology): Installment VII--Where We Wrap It All up with Suggestions about How You Might Move from Basic Human Performance Technology (HPT) to More Advanced Forms of HPT or Other Performance Interventions.
Carr, Clay; Totzke, Larry – Performance and Instruction, 1995
Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)
Descriptors: Human Factors Engineering, Improvement Programs, Instructional Design, Organizational Development
Taming a Tiger: A New Approach to Managing Organizational Transitions.
Herr, Bonnie; Tesmer, Jack – Performance and Instruction, 1984
Describes a systematic approach to organizational change based on examination of prior consolidation experiences, which identifies organizational and individual employee needs and uses Maslow's sequence to plan for these needs. Use of this approach to manage transition period prior to consolidation of branch operations of the 3M Company is…
Descriptors: Change Strategies, Individual Needs, Needs Assessment, Organizational Change
Training Needs Identification: A Turning Point.
Thomas, Edwin A. – Performance and Instruction, 1982
Describes a systematic approach to training needs identification that is directly tied to changing organizational events and performance requirements. The discussion includes nine questions which address performance expectations. (JJD)
Descriptors: Check Lists, Inplant Programs, Job Training, Needs Assessment
Transitioning to CBT.
Molina, Carla A. – Performance and Instruction, 1995
Discusses transitional situations of concurrent computer-based training (CBT) that occur in organizations, and provides instructional designers with adaptable checklists to use when communicating with managers and programmers about the tasks performed and the tools needed in designing and developing CBT. Tables present steps, applications,…
Descriptors: Check Lists, Computer Assisted Instruction, Cost Effectiveness, Evaluation
Making Better Performance Easier with Multisource Assessment.
Edwards, Mark R.; Ewen, Ann J. – Performance and Instruction, 1995
Multisource assessment is a tool for obtaining quality performance feedback by collecting performance information from multiple work associates. Topics include performance facilitation; performance feedback; assessing training effectiveness; continuous learning; and development or performance management. (AEF)
Descriptors: Employee Attitudes, Evaluation Methods, Job Performance, Lifelong Learning
The "Who Does What and How" Model.
Stine, Lonn – Performance and Instruction, 1994
The "Participative Process Model" of management is presented in which the team leader establishes what tasks need to be accomplished; then team members determine the resources required and develop a plan to complete the tasks. Suggestions are offered on how to implement the participative management process in existing organizations. (SLW)
Descriptors: Employee Attitudes, Feedback, Leadership, Leadership Styles
Potential Strategies and Tactics for Organizational Performance Improvement.
Hutchison, Cathleen Smith; And Others – Performance and Instruction, 1996
Contrasts the roles of performance technologists and other performance improvement specialists. Provides a matrix of strategies and tactics that performance technologists should be familiar with. Identifies regulations that can affect implementation of tactics, including EEO/affirmative action guidelines; employee safety and health laws,…
Descriptors: Federal Regulation, Improvement Programs, Labor Standards, Management by Objectives