Given the perils of today's dynamic and resource-constrained environment, intellectual capital has become a source of competitive advantage for public sector organizations. Composed of three elements--organizational knowledge, innovative capability, and organizational commitment--intellectual capital is an asset that cannot simply be bought or…

This paper reflects on the failure of a recent action learning intervention with a UK television company. The aim of the project was to gain insight into the reasons why the viewing figures of their factual programming channels were in decline and to develop a new strategy enabled by the action learning methodology. Unfortunately, this…

Purpose: The purpose of this paper is to add to the emerging literatures on organizational learning and strategic management by developing a practice perspective on strategic organizational learning (SOL). While the literature on SOL has been growing, much of it has targeted exclusively practitioners and has not yet elaborated the mechanics and…

This paper reports on a study that took place in a faculty of humanities and social sciences at a UK university. The institution had recently undergone a radical restructure and the vision for the future presented by the new senior management team highlighted internationalization as one of four major areas for growth. The internationalization…

Discusses the effects of change brought about by technology integration in postsecondary institutions. Strategies are provided for managing the change process, focusing on articulating a vision; developing a plan; creating organizational structures; providing adequate training and support; and promoting technology use. (AEF)

Total Quality Management (TQM) is "a system of continuous improvement employing participative management and centered on the needs of customers." Key components of TQM are employee involvement and training, problem-solving teams, statistical methods, long-term goals and thinking, and recognition that the system, not people, produces…

Future organizations must integrate their human-resource development requirements with organizational development requirements to survive and prosper. A totally integrated systems model will feature 10 crucial elements. Leaders must understand that their organizations pass through developmental stages (from infancy to maturity); at each stage,…

This article draws upon a case study of a special school (Park Vale) participating in the Department for Education and Science (DfES) Transforming School Workforce (TSW) Pathfinder Pilot Project (2002-2003). The Project was developed as a response by the DfES: firstly, to growing difficulties in the recruitment and retention of teachers in the…

This manual is designed to help managers help their staffs achieve results. It is concerned with managing the changes that are necessary and with creating conditions for new thoughts and actions to emerge. The emphasis is on promoting a climate in which staff develop new knowledge, skills, and approaches so that challenges can be faced with…

Stresses the need for research libraries to develop conscious, explicit processes for organizational change through an understanding of organizational development. Internal restructuring, parallel organization for problem solving and guiding change, organizational culture and organizational politics, strategic organizational change, training, and…

This booklet is designed to assist British further education college managers responsible for quality assurance, human resources management (HRM), human resources development (HRD), corporate development, strategic planning, staffing/personnel, and curriculum in using national standards for HRM and HRD in further education. A synopsis, users'…

In 1998, the U.S. Department of Defense (DoD) established the DoD Office of the Chancellor for Education and Professional Development. Although achieving its mission requires that the chancellor's office influence the education and professional development providers' behavior, its charter grants it very limited formal authority to exercise such…

A four-step approach to implementing a training program and measuring results for government agencies was developed in response to an executive order to federal agencies to provide effective training and performance measures in their annual budgets. Step one is the analysis of established goals to identify training requirements. Suggested…

The Youth Development Initiative (YDI) was a 5-year, $4.3 million dollar project to strengthen the management and organizational capacities of nonprofit youth-serving organizations so they could better meet expanding demands for service in their communities. Ten youth-serving organizations in Fresno, California, and 10 in Los Angeles participated…

This curriculum planning guide is designed to serve as an aid and information source to assist senior management teams at Further Education Unit (FEU) technical colleges, curriculum leaders, and national and local agencies concerned with further education in the United Kingdom. The first two-thirds of the guide consists of 11 reports on the…