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…

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…