Discusses reengineering in the context of organizational processes, and presents six steps for reengineering business processes: (1) prepare to reengineer; (2) map what is occurring to accomplish processes; (3) map what should be occurring; (4) implement; (5) evaluate; and (6) monitor. Also offers a related reading list. (JMV)

This first in a projected series of four articles on the continuing development of the field of instructional technology, or performance technology, focuses on how to better label and define professionals in the field. Organizational communication is suggested as a better term, and communication and organizational development are discussed.…

This second article in a three-part series on strategic planning offers insight on the planning process itself. Discusses identifying long-term and short-term missions, and developing the strategic plan. (DGM)

Compares and contrasts the current development of needs analysis and needs assessment through a review of the literature, and offers recommendations designed to restore systems thinking to front-end analysis in organizational and instructional development. The roles of needs assessment and needs analysis in a performance technology model are…

Discusses evaluation for human performance improvement and organizational success. An expanded framework that builds on the traditional four-level training evaluation framework is suggested that includes strategic and tactical planning, performance improvement, organizational development, customer satisfaction, total quality, societal…

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)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…

Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)

This report outlines corporate instructional design and performance technology (ID/PT) standards, including what they are; how they help an organization; advantages and disadvantages of having standards; types of standards (focus, approach, and scope); content; and formats. A worksheet for determining ID/PT standards is included. (DB)

Describes a systematic approach to organizational change based on examination of prior consolidation experiences, which identifies organizational and individual employee needs and uses Maslow's sequence to plan for these needs. Use of this approach to manage transition period prior to consolidation of branch operations of the 3M Company is…

Describes a systematic approach to training needs identification that is directly tied to changing organizational events and performance requirements. The discussion includes nine questions which address performance expectations. (JJD)

Discusses the importance of the selection and evaluation of suitable software packages that will fit naturally into the organizational structure and existing jobs and the role of the training professional in the assessment of training needs and evaluation of training materials supplied by software vendors. (EAO)

Presents eight noninstructional strategies for improving employees' performance in any organization. These alternatives to instruction include job redesign and reassignment, recruitment, organizational development, facilities and tool redesign, incentive and feedback systems, and provision of a strong rationale for the desired performance so…

Provides a framework for strategic planning for organizational development; identifies a societally-referenced "mega-level" of planning. Discusses needs assessment, quality management, benchmarking, and reengineering processes for defining and delivering a useful future for both the organization and society. (AEF)

Discusses transitional situations of concurrent computer-based training (CBT) that occur in organizations, and provides instructional designers with adaptable checklists to use when communicating with managers and programmers about the tasks performed and the tools needed in designing and developing CBT. Tables present steps, applications,…