A college president describes the qualities that make an effective leader: the abilities to make decisions, take criticism, trust the staff, inspire the confidence of trustees, persuade faculty, provide an example for students, articulate the vision of the institution, and to be human. (Author/MSE)

Suggestions are made for American Health Association members in starting a state association in those areas where they are presently lacking. (JD)

This model is based on considerations of formulation of political goals, a situational-power audit, identification of political targets, power tactics of the change agent and internal change unit, and monitoring of the change process. This should help increase the probability of successful change. (Author/BEF)

The author states that organizations should take on the task of preparing employees for the emotional upheavals that can accompany retirement because doing so pays off for both the company and the employee. He discusses adjustment problems and suggests content for sessions in a preretirement program. (MF)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

Sociometric analysis, using job similarity, task influence, and work interaction instruments, can be used to collect and feed back information for better understanding of the functioning of specific organizations. (JD)

The views and objectives of the Colorado School Health Council, formulated largely through the efforts of Colorado public school nurses, are set forth. (LH)

Training in human relations will help managers improve productivity of employees, according to the author, who reviews numerous suggestions and plans for improving production and then proposes several techniques for trainers to use in training supervisors and managers. (MF)

Examines the effects of an organization development intervention in seven elementary parochial schools. Four areas were studied: goal agreement, reported use of process skills, relationship between process skills and goal agreement, and diffusion of the effects of the intervention to new teachers. (Author/IRT)

Presents a model that relates individuals' perceptions of organizational control to personal level in the organization, feelings about work environment, feelings about supervisor competence, belief in personal control, feelings of access to the decision-making network, and clarity of role requirements. Provides data that developed and validated…

The successful establishment of a nationwide system of IGE networks has greatly facilitated the widespread use of the IGE method of teaching. (LH)

Discusses strategies and techniques to help overcome misconceptions within organizations about nonclassroom or performance oriented field-implemented training. Cites participation, interaction, and results as the keys in addition to intrinsic motivation. (LAS)

Final of a six part series discusses the idea that the reputation and credibility of training and development is much lower outside the training community than within it. Urges organizational trainers and developers to prove cost effective contributions to their organizations. (LAS)

Focus is on the Agway (a farm supply and food marketing cooperative) retail store system in this informational case history and how-to approach for designing, developing, and implementing a formal corporate management program. (Editor/TA)

Uses data on 682 day-care centers (DCCs) operating in metropolitan Toronto, 1971-89, to examine how DCCs alter their organizational niches, defined by productive capacities and targeted resources, in response to competition, and resulting influences on their survival. Finds that evolution of the DCC population was a joint function of adaptation…