Purpose: This paper aims to report on how an Administrative Division at a research-intensive Australian university utilised feedback data from the Learning and Growth Survey, to initiate changes. Design/methodology/approach: This paper refers to the actions taken by the Administrative Division to the results obtained from the Learning and Growth…

Since the 1980s there has been significant growth in the engagement of higher education with workforce development, with among other things the emergence of a distinct if varied area of provision commonly referred to as work-based learning. Recent examination of practice and literature indicates a growing sophistication in the way that work-based…

College administrators need to understand staff development as an integral part of the total process of organizational development. A 6-stage paradigm is suggested as one conceptual framework within which a college may identify and act upon its staff development needs. (Editor/PG)

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

In 10 chapters, this book offers a clear nonlinear vision for continuously preparing professional and classified staff for the purpose of improving schools and student academic achievement. Chapter 1 shows the importance of inservice education and provides a rationale for conducting systematic, if not empirically based, programs. Chapter 2 details…

Provides an introduction to data-based interventions in the organizational context. Compares four models of data use and discusses how they pertain to student affairs organizations and to staff training and development. (JAC)

Urges the design and implementation of strategies in academic libraries for the development of leadership potential. Discusses the components of organizations that lead to organizational maturity, and calls for library leaders with vision, skill, and commitment to nurture an organizational culture that emphasizes leadership development. (20…

Lifelong learning includes development of operational capabilities (to do the current job better) through company training and development of strategic capabilities (to learn requirements of future jobs) through continuous education. Lifelong learning should be effected through industry-university cooperation. (SK)

Three dimensions for faculty development are proposed: the professional, which embodies critical conceptual questions; the curricular, including improvement of instruction and designs for learning; and the institutional, a set of new demands on higher education. Based on these, a set of principles for planning and a matrix for programming are…

For academic leaders who must encourage and enable faculty self-development the authors list 47 activities designed to reinforce, motivate, and enable self-development. For faculty members they list 95 activities, the strategy being to change environments, to risk new exposures, alter habitual patterns, and undertake new challenges. (JT)

Presented in this manual is a one-week training program designed to help women's organizations (campus-based centers and other organizations) address needs related to power and leadership, organizational development, program and budget planning, and negotiation and communication skills. The guide is divided into eleven sections dealing with the…

Summaries of papers given at a regional training institute on parks and recreation facilities, programs, amd objectives are presented. The purposes of the institute were to encourage professionalism among those who work in parks and recreation, to foster interagency cooperation, and to support colleges that train parks and recreation…

Two key principles in recognizing, empowering, and tapping the potential of "behind-the-scenes" college and university employees are discussed: finding leaders among them and linking the role of backstage employees to the core mission of the institution. A third and essential ingredient is administrative consistency in applying these principles.…

This document is a transcript of a panel discussion on the development and early stages of implementation of an accountability system for vocational education professional personnel development in Pennsylvania. Representatives of the Bureau of Vocational and Adult Education, Pennsylvania Department of Education, and three of the four participating…

A process of decision making and professional growth is described as a tool for refocusing on individual growth for professional development and redefining the relationship between professional development and organizational outcomes. Refocusing on individual professional growth is an intervention aimed at reconceptualizing the linking…