Many people resign themselves to play "follow the leader" and allow others to make decisions that have major impact on their professional and personal lives. Nevertheless, we can, if we choose, take control of our own future and become our own leader and thus decide what we will do and accomplish. This article provides the concepts and tools to…

All organizations are means to societal ends, and thus Mega thinking and planning starts with a primary focus on adding value for all stakeholders, including our shared society. It is pragmatic, realistic, practical, and ethical. Defining and achieving continual organizational success is possible. It relies on three basic elements: (1) a societal…

Conventional human performance technology has had a good run. It allowed scientific and data-based research to be applied to improve performance, usually just individual performance. The field must be expanded without losing this individual performance focus to include a scope that measurably improves performance for individuals and organizations…

Describes how performance technology can be applied to the area of strategic market planning. Strategic planning is defined; the reactive and proactive modes of mega-level planning are explained; implications for strategic market planning are suggested; and a new model for applying strategic planning to marketing is presented. (13 references) (LRW)

Discusses Donald Kirkpatrick's framework for evaluation that has been used as a basic model for the identification and targeting of training-specific interventions in business, government, military, and industry. Identifies tools and concepts for being responsive to new organizational realities of value-added requirements. (Author/LRW)

Discusses measurement in performance improvement, including the Kirkpatrick four-level model of evaluation for training, and adding value. Highlights include adding value at all levels of organizational performance, for the clients and society; other models of performance improvement; the major focus of HPT (human performance technology); and…

Updates previous work on the Organizational Elements Model that relates needs assessment and needs analysis. Highlights include purpose-based objectives and results-based objectives for organizations; differentiating between ends and means; costs-consequences analysis; and training needs assessment. (LRW)

Expands Kirkpatrick's four-level evaluation model (reaction, learning, behavior, results) to five levels: enabling/reaction, acquisition, application, organizational outputs, and societal outcomes. The expanded model enables consideration of the value and worth of training resources as well as the broader social consequences. (SK)

Defines needs assessment and compares different models in terms of levels (mega, macro, micro) and process and input. Recommends assessment of strengths and weakness of a model before using it in human resource development. (SK)

The Organizational Elements Model is a framework for assessing payoffs from organizational efforts such as training and human resource development, both to an organization and externally. It depicts what should/could be and what is for outcomes, outputs, products, processes, and inputs. (SK)

Describes ways training is linked to levels of organizational efforts, results, and impact; an allocation of functions to organizational personnel; cases-in-point concerning responsibilities; tools used by organizational personnel; and a training requirements identification and development cycle. Relationship of this Organizational Elements Model…

Reflects on the shift in educational technology from an innovative style attempting useful change, to a narrow, conservative style emphasizing practicality. Systematic model types are analyzed in terms of five organizational elements. (RAO)

Strategic planning identifies results, based upon an "ideal" vision, to be achieved at three levels: individual, organizational, and societal. This article recommends a megalevel educational planning model that helps planners contemplate societal outcomes in a practical way. A holistic, proactive planning process involves scoping, data…

Discusses strategic planning and describes three levels of strategic planning and thinking that can occur within an organization. Differences between reactive and proactive planning are explained, and a strategic planning model is presented that includes data collecting, planning, and implementation and evaluation. (10 references) (LRW)

Roles, perspectives, and skills of superintendents and their fit to the Organizational Elements Model (OEM) are examined by defining the elements in the model and providing examples of applications, analyzing superintendents' roles in the planning process, and discussing a method of determining the roles of superintendents in different situations.…