Strategic planning identifies results, based upon an "ideal" vision, to be achieved at three levels: individual, organizational, and societal. This article recommends a megalevel educational planning model that helps planners contemplate societal outcomes in a practical way. A holistic, proactive planning process involves scoping, data…

Human resource development is more than training; it fosters the ability to see the big picture--the organization's place in the global environment--and the ability to change in response to environmental changes. (SK)

Second- and third-wave organizational development models fail to facilitate long-term school improvement or enhance individual growth and personal competency. The fourth-wave models focus entirely on individual growth as the primary source of overall organizational success, relying on team consultation, collegiality, and cooperative learning for…

Key challenges in development of learning organizations, promotion of learning culture, enhancement of learning processes, and development of learning communities are appropriateness of current models for interdisciplinary teams; whether valuing diversity enhances effectiveness; how global human resource development affects domestic; and what…

Describes the process by which the higher education community, working through national higher education association presidents, regional accreditation commission directors, and college/university presidents, created the Council for Higher Education Accreditation (CHEA), a new national organization on accrediting. The process illustrates the…

Review of the current state of human-resource-development literature includes definitions, models, and dominant biases. The review concludes that the literature is fragmented and reflects a diverse range of issues and opinions. (73 references) (SK)

When business students created a learning organization in the classroom, they experienced group process issues, the need to deal with setbacks and manage change, and personal growth and development. In the process they developed organizational and management knowledge and skills. (SK)

Appreciative inquiry, an approach focused on generation of a vision for an organization, may be adapted for management classes. Students and teachers conduct collaborative inquiry into successful experiences, creating positive images that generate positive action in the classroom. (SK)

New businesses (n=539) were surveyed in 1986-87 and 1992-93. People responsible for start-up retained responsibility for marketing and related functions. Production, service delivery, purchasing, shipping, and computer functions were most often delegated, usually to internal employees. Organization size did not influence functional…

Reports on the use of organization development consultation at a middle school to enhance the process of implementing shared governance. Improvements in many aspects of organizational functioning were reported in follow-up interviews. Presents organizational development consultation as a new role for school social workers, adding value to the…

Explains lean instructional systems design/development (ISD) as it relates to curriculum architecture design, based on Japan's lean production system. Discusses performance-based systems; ISD models; processes for organizational training and development; curriculum architecture to support job performance; and modular curriculum development. (LRW)

This article explores the development of disability charities in the United Kingdom, especially Mencap, a charity to help people with learning disabilities and their families. Tensions between the need to sell an image that attracts financial support and the campaign for equal rights and dignity are explored. (DB)

Describes a mentoring program that matched senior managers with high-potential people. Steps include matching mentors and proteges, meeting with participants, implementing the program, and evaluating the program. (JOW)

Discusses how to use benchmarking as both a quantitative and qualitative tool when reviewing management development in light of changing business strategy and organizational design. Highlights include cost effectiveness, a benchmarking framework, and the impact on human resource development (HRD) functions. (Author/LRW)

Examined perceptions of school leaders relating to schools as organizations. Found that the nature of schools as organizations is contested, with much of the regulatory framework within which schools operate no longer supportive of the direction for development favored by school leaders who have thought through their own commitment to learning.…