In a study designed to investigate methods for developing people in a corporate setting, data were collected from 258 male managers. Results indicate that mentoring is a significant predictor of career success for fast-track employees as well as for the steady-track form of career success. (CH)

While articles written about quality circles are always positive, there are negative aspects to such programs, and there have been programs which have failed. This article describes the advantages and disadvantages of Quality Circle Programs. (JOW)

The manifesto establishes human resource development as a legitimate professional endeavor. It defines the nature of human resource development in organizational life and creates a significant place for this type of activity in all types of organizations. (Author/BP)

An organizational development activity called "intergroup meeting" is discussed in terms of its format and its effectiveness in an organization. (BP)

A guide for organizational development specialists, this model for productivity improvement proceeds through six stages: awareness of needs, entry of specialist, data collection, problem identification, action planning, and implementation of solutions. Examples of specific activities for each stage are provided. (SK)

Warren Bennis discusses the field of organization development and its needs, applications, unresolved problems, and future. (LRA)

Emphasizes the importance of recognizing and managing the stress produced by organizational development and encourages practitioners to acknowledge stress management as an important organizational development skill. (LRA)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

Final of a six part series discusses the idea that the reputation and credibility of training and development is much lower outside the training community than within it. Urges organizational trainers and developers to prove cost effective contributions to their organizations. (LAS)

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Discusses the appraisal interview as a technique for assessing employee performance. It first covers the organizational benefits of appraising employee job performance; then, using an appraisal behavior model as the basis, describes four ways to conduct an appraisal interview, with emphasis on the most effective. (EM)

Considers the elements of organizational effectiveness, the relationships between ends and means, and the nature of inputs necessary to the organization's survival. Presents hypotheses for industrial, educational, and military organizational planning processes and training technology, and suggests changing planning focus from inputs to outcomes.…

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)