Describes Total Quality Management (TQM) techniques implemented at Waukesha County Technical College (Wisconsin). The CAUSES program focuses on customers, accountability, understanding, self-improvement, education, and searching. Describes application of TQM to the fixed-asset team project. Four figures are included. (LMI)

Interviews with managers caught between traditional organizational culture and a shift to "learning organizations" show that individual development is important to organizational change; efforts to change managers to fit a culture defined by top management may not succeed if the vision is not shared; and spiritual and moral dimensions of…

A two-year study of creativity in Japanese companies concluded that human resource development policy and education/training can influence corporate creativity through promotion of information movement and selective acquisition of diverse stimuli. (Reactions to Stern's study by Torrance and Johnson are included.) (SK)

Striving to be learning organization, Imperial Oil of Canada focused on organizational, divisional, and individual capability development. Lessons learned include the following: (1) all levels of employees are potential professionals; (2) learning must be continuous; (3) intrinsic motivation and commitment are essential; and (4) organizational…

Ways to fit in total quality management training include (1) avoiding premature or unnecessary training; (2) restructuring for efficiency; (3) offering incentives for after-hours training; (4) integrating quality philosophy into strategic planning and performance management; (5) providing a context for using the skills learned; and (6) securing…

A survey of 380 trainers/personnel managers received 80 responses indicating that (1) larger organizations were more likely to institute ethics policies and programs and (2) most organizations are at a conventional level of moral development. (SK)

This 20-year review describes the evolution of the field of organizational career development, types of interventions, programs for unique needs (career phases, special groups), effectiveness of career development programs, and suggestions for future research and practice. (170 references) (SK)

"Autobiographical Awareness as a Catalyst" (Torbert, Fisher); "Biography in Management and Organisational Development [OD]" (Jones); "Careers" (Davies); "Biography Work and Women's Development" (Farrell); "Biography as a Research Method for Investigating OD" (Salama); "Biographical Approach to Business Strategy" (Leary); "Biographical Research"…

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)

Organizational change should be approached first by identifying organizational goals, what people should produce to meet them, what kind of people are needed, and how performance can be elicited. The role of performance technology is to assist people in accomplishing the tasks necessary to achieve the goals. (SK)

Participants in the Cornell Cooperative Extension 4-H Youth Development Program ranked concept maps of the meaning of the program's new vision and mapped their own perceptions. Differing perspectives were refined into a shared vision and highlighted the need for understanding client characteristics and the social climate of the program. (SK)

Part 1 examines the basics of training, the company's attitude, and training's role in business. Part 2 presents ways of validating training courses: against student perceptions and comments and against course objectives. It describes specific validation methods. (SK)

Examines the gradually evolving relation of the Philosophy of Education Society (PES), and philosophy of education in general, to the academic field of philosophy and to other organizations and fields. The article notes a broad range of opportunities for cross-fertilization between philosophy of education and philosophy, to mutual benefit. (SM)

This paper discusses regulations and voluntary standards within the context of organizational mission and management leadership for quality in human services. Regulation is seen as a measure of organizational formalism; formalism is seen as an attribute of the machine organization; and both are contrasted to organic control organization models and…

This article shows how the Norwegian Small Business Research Center and the Alabama International Trade Center have set goals and established procedures to bridge gaps and correct misconceptions between academics and entrepreneurs. Keys to formation of both organizations were involvement of well-thought of universities, a willingness to take a…