It is argued, based on the experiences of 16 small, diverse independent colleges, that small institutions can reverse decline. The analysis looks at signs of problems, patterns of institutional blindness to the problems that lead to additional decline, and behavior characteristics of the institutions that survive. (MSE)

Reorganization of the information systems at Indiana University is chronicled and the role of computing services in linking all parts of the institution in support of both education and administration is discussed. Involvement of planning and policy groups in developing directions and initiatives is also outlined. (MSE)

A model of organizational learning, revised based on case studies of three university continuing education departments, illustrates a cyclical relationship with seven components: environmental adaptation, external environment, selecting information, opportunity for learning, leading, capacity for learning, and organizational learning. (SK)

This paper reviews the history of the International Association for the Scientific Study of Mental Deficiency from the first international conference on the study of mental deficiency in 1960, the birth of the organization in 1964, international congresses of the organization every three or four years since, and official recognition by the World…

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

Total Quality Management (TQM) is a process of continuous improvement where decisions are based on data. TQM works for those organizations that are prepared to make it work for them. Discusses seven common mistakes that many organizations make when implementing TQM. (MLF)

A survey of 923 employee involvement programs (57%) yielded 10 themes: range of problem content, team staffing, team membership status, team resources, training practices, information access, financial rewards, performance management systems, goal-setting structures, and roles of job supervisors. (JOW)

Examines what two school-based qualitative research projects on staff relationships and whole school curriculum development have discovered about (British) primary school leadership and development. Findings suggest the importance of a collaborative culture and facilitative leadership styles. Reflections on leadership complexity, instrumental and…

Discussion of organizational development and change focuses on parallel organization, a theory that combines changes in organizational theory with Quality of Work Life (QWL) theory. Criteria for effective employee participation groups are described, design and implementation of the parallel organization are explained, applications to libraries are…

Organizational flexibility is increasingly vital in business. The use of information technology allows people to work in whatever ways best enable them to contribute, through new patterns such as telecommuting. These new patterns require new approaches to personnel management. (JOW)

In Portland, an Oregon state commission wants to create a federation of public and private institutions to meet local demand through better coordination. The effort may involve having some institutions refocus curricula to social and economic issues facing the community, seeking less state and more private funds, and joint faculty hiring. (MSE)

Describes and compares the foci, methods, and outcomes of experiential-education and organizational-development models. Explores the synthesis of the two models in developing corporate adventure programs and services. Lists the contributions that each approach offers to corporate programs. (KS)

Metaphoric learning in corporate training should be "isomorphic" (paralleled experiences bearing strong resemblances to one another) for change to occur. In addition, the outcomes of the newly created metaphor must be different from the preexisting condition if change is to occur. (KS)

Reviews general trends in how centralized and decentralized information technology (IT) structures have evolved, as well as how a unified IT structure developed at Monroe Community College. Recommends a ten-step process that other institutions may use to assess how best to reengineer and revamp their current organizational IT structures. (JDI)

Competence models have evolved into a link between organizational strategy and organizational and individual performance. Training professionals use them to synthesize individual capabilities and organizational core competencies. Educators and policymakers use them to link workplace requirements to educational programs and curricula. (SK)