In addition to regular training, workers learn from and during work itself. Organizational change affects the learning potential of jobs. The challenge consists in integrating personal development and organizational development. (SK)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…

Examines the meaning of the term "value-added" to the Ottawa Information Resource Center for Bell-Northern Research (BNR) and how it delivers value-added services. Discusses the five major phases of the corporate development cycle--initiation, definition, development, verification, and general deployment--used by BNR to provide…

Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)

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)