Explores primary prevention as an integral part of community mental health practice. Considers the impact of primary prevention on the fundamental tasks of mental health administrators. Suggests ways of overcoming anticipated dilemmas. (RC)

This article explores indicators which will reveal if organizations are ready to deal with the change implied in undertaking a quality circle (QC) program. It discusses characteristics of successful QC programs and lists readiness indicators which include internal project staffing, openness from management, time commitment, and financial…

Conducted a management and organization development program in eight mental health agencies. Describes the stages and activities of this 18-month effort and the results of its evaluation. There were significant, positive results for almost all the participating management teams as well as for their organizations. (Author)

Provides relevant data on the field of organizational development (OD) from a sample survey of Organizational Development Network members. The 165 respondents described their careers, satisfactions, stresses, training, and education. The survey suggested that OD may be an amorphous field with many transitory participants, not a profession. (JAC)

Describes an approach to team training based on behavior modification learning principles and describes how it differs from other learning approaches and from common practice. While the implications are strongest for off-site and classroom training, there are implications for process consultation with intact teams. (Author)

Addresses the potential effects of environmental education on corporate behavior and social and environmental impact by examining connections between human behavior and environmental problems, the role of the modern corporation, a behavioral theory of the firm, and corporate social responsibility. (DC)

Examines methods of reducing teacher burnout, including strong peer support systems, teacher participation in decisions that directly affect their job performance, flexible scheduling, provision of advancement opportunities, inservice training programs, fair wage scales, and the understanding of school administration. (CT)

In a society that rewards those who achieve success working alone and in competition with others, working effectively as part of a team is a constant challenge. (Author)

Described a statewide project to plan, design, and implement an ongoing training network for inservice education of professionals working in the field of aging. A system of interorganizational relationships has proven effective in bridging the gap between acquisition of knowledge and application in delivery of services and development of policy.…

Presents guidelines for human resource managers for addressing both company and worker needs in areas such as personnel research, organization and job design, and training and retraining. (Author)

Management by Objectives (MBO) should focus on objectives to be achieved and the establishment of objectives should involve participation between superior and subordinate. A process is described for facilitating the communications aspect of MBO through the use of a process consultant. (Author/MLF)

Analyzes the strains that result from an intensive community renewal and development project that was accompanied by intensive process-and-outcome evaluation research. The case study, which took place in an Israeli kibbutz, illustrates a dynamic development of an alternative interaction model with split-role differentiation. (Author)

Three intervention schemes for diagnosing management development needs are examined: one for formal management systems, one for management training to accompany such systems, and the third examining different institutional change strategies. The general management development model is derived from research on developing institutions. (MSE)

The present structure of the association is traced through both historical and functional perspectives. The structure, purposes, and services of the ACHA reflect the diversity of college and university health programs as well as geographic, disciplinary, and size-related variables. (JN)

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)