Chronic health conditions and multiple health risk factors afflict Americans and burden employers, but effective, affordable, workplace-based health promotion interventions have not been widely implemented. This is the first study to adapt the empirically validated Chronic Disease Self-Management Program for a general employee population in a…

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…

Action learning encourages individual reflection, insightful questioning and assumption breaking that result in changes in attitude and behaviour. This learning process provides the potential to explore and solve complex organizational problems such as the question of how to develop a future business strategy. Existing literature on the process of…

Over the next five years, schools will be expected to replace more than 60% of key leadership in independent schools. This is just one example of the growing evidence of shortages of persons filling key leadership positions. Based on this increasing concern, there is a need to develop a strategy to ensure the efficacy of prospective heads and…

The underlying conceptual model of the five session ITORP program (Implementing the Organization Renewal Process) is designed to use real issues, problems, and situations as focal points for initiating change. Four references. (LY)

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)

Criticizes popular models such as transformational leadership, suggesting leaders need to focus on constructivism and contextualism. Points out the narrowness of the "great man" model fostered in English public schools, arguing for expansion of leadership development options. (SK)

Academic leaders face particular challenges when they assume formal leadership roles in higher education. For the most part, they have had little prior engagement with the political, economic and strategic context of their institution and limited leadership networks on which to draw. The University of Western Australia has trialled a number of…

Three models were used to interpret sacred texts from major religions in terms of spiritual values in organizations: Marcic's Five Dimensions of Work, Hatcher's Spiritual Growth Framework, and Fowler's stages of spiritual development. All three helped students understand the connections between the world of work and the spirit. (SK)

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)

Current models of management education in China include national training, on-the-job technical training, and the national master's of business administration supervisory committee. Effective strategies being used include teamwork, process skills, action learning, cross-cultural management learning, and competency-based management development. (SK)

Considers how relationships with organizational stakeholders are especially problematic for nonprofits in times of planned change. Uses interviews with nonprofit administrators as the basis for the development of six models of implementation communication adopted by nonprofit implementers in interacting with various stakeholder groups. Uses the…

This article describes an exercise that allows participants to experience the challenges of managing intergroup behavior as an organization's task environment grows and becomes more complex. The article begins with a brief review of models and concepts relating to intergroup dynamics, intergroup conflict, and interventions for effectively managing…

Traditional organizational theory mandates that organizations predict and stay in control in order to avoid chaos. This book proposes that members of organizations work at developing a new frame of reference for understanding organizational life. The book combines insights from the new science of complexity with insights from psychoanalysis and…

This book is aimed at managers, chief executives, personnel directors, and all those who want to know what action learning can do for their organizations. Part 1 (Chapters 1-3) provides a general introduction to action learning. It describes the underlying theory and principles of action learning and the benefits that organizations can expect to…