Human resource development practice extends beyond training to the broader and more visionary role of facilitating learning for individuals, teams, and organizations. Designers of learning organizations seek to increase overall learning capacity, create ongoing adaptive capacity, and build autonomy and empowerment. (SK)

The case of a fictitious small, private college illustrates how such colleges may require planning strategies differing from those used by other institutions. Such "enlightened brinkmanship" requires exceptional intuitive and market-oriented skills among campus leaders and faculty and a well-run organization. (MSE)

To develop codes of ethics for their profession, college human resources personnel must first understand their primary job-related responsibilities. These include being alert to evolving organizational needs; coordinating needed training of employees; appreciating the nuances of psychology, communication, and motivation; and observing employee…

This synthesis reviews organizational development (OD) and its decision tools, describes OD applications in educational organizations, explores OD's limitations, and predicts how OD will influence future educational decision making. Findings identify eight specific management and planning areas where OD can be used to improve organizational…

This article suggests principles that are fundamental to efficient organizational change and attainment of a shared vision of the institution. The principles were developed during analysis of organizational culture at a public state university. Twelve principles addressing imperatives for change and eight principles underlying the attainment of…

The systems model of team learning grew out of a case study of one company. The model's four phases are fragmented, pooled, synergistic, and continuous learning. (SK)

Defines organizational development as a top-management-supported, organization-wide, long-range, planned process by which human resources are identified, used, and developed in ways that strengthen organizational efficiency and effectiveness. Discusses the need for organizational career development in technical community colleges. (Author/JOW)

Discusses the most suitable organizational model for the university, considering its unique role and needs, and the challenges currently faced in a knowledge-oriented society. Suggests that the university's academic organization become more organic and adapt to the different organizational requirements of the two central university activities,…

Dutch human-resources professionals (n=161) identified trends affecting the future of human-resource development. Compared to a U.S. study by the American Society for Training and Development, Dutch professionals rated the following most important: integration of learning and work, importance of organizational innovation, and measurement of…

Douglas and McCauley report on a survey of 246 managers about the management-development strategies used in their organizations. Results show that initiatives include mentoring, apprenticeships, coaching, and action learning. Bierema's reaction concurs in the need to widen the definition of relationships but suggests that methodological issues…

A literature review identified principles for supporting innovation and creativity in organizations: integrated approach, the right climate, and appropriate incentives. Staff development should focus on such skills as teamwork, communication, vision, change management, and leadership. Internet and intranet communications are beginning to be…

Discussion of workplace conflict management examines erroneous assumptions inherent in traditional reaction patterns, considers key elements of planning for conflict prevention, and some workplace strategies to help minimize conflicts. Several approaches to conflict management, and their outcomes, are highlighted, and stages of the…

Illustrates five criteria that can be used to identify the "best" managers in any organization: business results, employee attitudes, peer confirmation, upper-level manager appraisal, and customer satisfaction. Examines what top-performing managers say and do, and concludes that their thinking processes and their specific sets of skills…

Argues that despite good intentions, Ernest Boyer's "Scholarship Reconsidered" fails as an analysis of and recipe for change in the university because it ignores the broader socioeconomic context within which it functions. Another conceptual model for promoting real change in the university, using a systems approach, is offered, and…

Traditional school planning approaches no longer serve (British) schools' needs. Strategy as applied to school planning is only of partial use. Schools need new avenues to meet the challenge of effective leadership and management. One alternative employs "strategic intent" encapsulated in a new model replacing the limited…