Compares two training programs in a controlled experimental procedure to demonstrate the value of human relations training. (DS)

Clarifies three basic causes of the success of human resource development functions from an internal marketing perspective. They are functions actively rendering services in the right "client segments" of their organization; functions doing a few important tasks well; and doing those right things consistently. (CT)

The author presents evidence that supports the argument for the validity of right brain-left brain theories. Discusses the brain's "sense of the future," what the brain does with new information, and altering the brain's ability to process change. A bibliography of further readings is included. (CT)

Inservice education is viewed as a human relations problem between the instructor and the adult student. The particular example given is hospital personnel-oriented. (AG)

The article discusses the importance of continuous organizational change and renewal and presents ten conditions that must be met before renewal or change can come about. (MF)

Human interactions are important to the organizational development process. How this applies to hospitals in promotional and/or training opportunities is discussed. (AG)

Deals with a program that was developed to eliminate the formal training gap" that existed in the corporation and which has found an excellent reaction. (EK)

Discusses the competence and productivity of American labor which the author ascribes to the effectiveness of training. (EK)

Presents three current areas of research in human relations at Harvard University which may help solve the problems professionals face due to widespread introduction of new information technologies into the work environment. These include organizational learning, information mapping, and principled negotiation. (CT)

Reviewing the development of organizational development (OD) since 1969, the author describes the emerging values and historical perspectives of the field, provides a cross-section of processes and theories, and clarifies the changing relationship between the organizational development and human resource development fields. (LRA)

Cultural distinctions in the approach to social relationships, access to information, personal motivation, and hierarchy make Japan an effective economic power. U.S. business can learn from the Japanese ways to create more information-based organizations, think in global terms, foster links between business and education, and develop internal…

Self-esteem cannot be maintained in the supervisor by the simple fact that he or she is now a manager. Growth and development occur as a result of motivators available to meet the supervisory need structure: achievement, recognition, participation, and growth. (Author/MW)

An organization and management consultant sees the managerial role as a change agent which provides direction and growth toward corporation goals. It is important that managers have a clear understanding of corporation goals in order to become effective change agents. (EA)

An organizational workshop for staff members focused on organizational change through identification of problems, one-to-one communication, and the writing of contracts for behavioral change. Contract forming assists members to agree on definition of problems, to involve and commit themselves, and to define processes for change. (EA)

The most traumatic managerial changes that will take place in the decade ahead will be in management concepts and styles. To be a manager will require a person to be a trained professional in the most up-to-date human processes as well as in the traditional management functions. (LRA)