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…

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)

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)

A guide for organizational development specialists, this model for productivity improvement proceeds through six stages: awareness of needs, entry of specialist, data collection, problem identification, action planning, and implementation of solutions. Examples of specific activities for each stage are provided. (SK)

This article provides a flexible systems approach model for planning programs that includes seven steps: (1) assessing needs; (2) establishing priorities and responsibilities; (3) selecting goals and objectives; (4) allocating resources; (5) selecting teaching techniques; (6) evaluating outcomes; and (7) determining effectiveness. (JOW)

Proposes a model which emphasizes the delegation of decision-making authority and managerial control of operations. Suggests that risks can be reduced by using (1) a contingency approach to delegation, (2) decision rules for consistency, (3) decision models for specific situations, (4) vital indicator reports, (5) management by objectives, and (6)…

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

An approach is presented which uses the sociotechnical systems concept and a generic planning model as a guiding perspective in the implementation of computer-aided design and manufacturing technologies. (CT)

The author outlines ways to integrate work identity and social identity in order to improve the quality of life. He presents a model for maintaining balance between personal and professional growth, which can stimulate achievement in six areas of human potential. (SK)

Relates the experience of a successful training program sponsored by business for the economically disadvantaged. Discusses needs of the trainee, the company's training experience, goal-directed group counseling, placement, youth programs, and program results. A flow chart is supplied, outlining the company's comprehensive training model. (CT)

Describes an Employee Participation Plan (EPP) involving teams of three to eight employees and a supervisor/team leader for the purpose of identifying and solving production problems and issues. Key ingredients in a successful EPP include nonauthoritarian leadership styles, thorough group leader training, and prompt action on team suggestions. (SK)

Describes the PROBE Model which profiles worker behavior and reveals problems to be overcome. Discusses the six facets of behavior and the two categories of behavior and how they all work together. (CT)

Presents general systems models (ballistic system, guided system, and adaptive system) and an evaluation matrix to help in examining training evaluation alternatives and in deciding what evaluation is appropriate. Includes some guidelines for conducting evaluation studies using four designs (control group, reversal, multiple baseline, and…