A model of organizational learning includes information acquisition, information distribution/interpretation, meaning making, organizational memory, and information retrieval. Human resource development professionals have techniques for increasing competence in individuals, but they must also do so for organizations. (SK)

George Wilkinson, who has managed planning for United Way of America since 1980, observes that local planners using strategic planning raise more money and solve more community problems than those without such a process. Marketing is identical to strategic planning; both involve looking at an organization, doing and analysis, examining the future,…

Adapted existing management model of organizational growth to student affairs professional associations. Assessed adequacy of that model, the Maturation Model for Professional Associations (MMPA), by using expert panel. Experts believed the MMPA maturation variables seemed to be logical and accurate boundaries for measuring areas of organizational…

Human resource practitioners must be able to conduct needs analyses that accurately assess their organizations' performance needs, so that training can be made relevant to employees' jobs and organizational business goals. One way to meet that challenge is to use the Performance Analysis for Training Model. (Author)

Career anchors of 374 British employees were identified using Schein's questionnaire. Age, gender, and length of service had no significant effect on distribution of anchors. Job level had some relationship. The information could be used to determine appropriate career-development strategies. (SK)

The learning organization is a vital strategy for organizational survival and development, not a quick-fix solution. It can help create sustainable knowledge and make organizations more productive, profitable, and humane places. (SK)

Redefines and enhances nine characteristics of strategic human resource development (SHRD) in Garavan's model. Builds a new model illustrating how company mission defines strategy. The model links training with organizations that have no learning culture, HRD with a weak learning culture, and SHRD with a strong learning culture. (SK)

Examines knowledge management from a critical perspective using a model of knowledge construction, embodiment, dissemination, and use. Concludes that organizations should clarify how knowledge is defined, evaluate benefits expected of knowledge management and approaches to knowledge capture, recognize employees as knowledge workers, and view…

Reliance on learning organization rhetoric about people as the competitive edge can be dangerous and costly. The Molecular Development Model, illustrating how individual learning integrated through management development, organizational development, and human resource development can result in a learning organization, addresses these problems. (SK)

Four themes were identified in a conference of managers undertaking workplace learning programs: modeling learning processes in organizations, organizational readiness, teamwork and learning, and networked learning. An agenda for systemized organizational learning was developed. (SK)

From interviews with six mentor/protege pairs of extension agents (half of whom had negative experiences) were derived the following factors for effective mentoring: similar program responsibilities, geographic proximity, frequent information sharing, successful initiation of the relationship, friendship, clear expectations, and good mentor…

Survey responses from 140 managers and interviews with 21 identified a positive learning climate as a precondition for the individual learning necessary for organizational learning. The provision of learning opportunities is hindered by time and budget constraints. Individuals' informal learning strategies have an impact on organizational learning…

Describes the customer service training program in the European Patent Office, which involved active listening, empathy, case studies, videobased role playing, and feedback. (SK)

Appreciative inquiry is a form of organizational development based on principles of constructivism, poetics, anticipation, and simultaneity. The model has four phases: discovery, dream, design, and delivery. (SK)

Educational institutions have inherent advantages and disadvantages for professional development of employees. Well-tested techniques include self-profiling, personal development planning, individual curriculum vitae, and systematic staff appraisal. Professional staff development should be aligned with institutional objectives. (SK)