A model for organizational analysis is described and applied to two problems in a community college context: remedial instruction and collective bargaining. The model assesses the institution's superordinate goals, strategy, structure, systems, staff, style, and management skills. (MSE)

Reviews the creation and evolution of ERIC, and describes changes being implemented in the system as a result of a recently concluded redesign study. Areas of change discussed include clearinghouse contract procedures, ACCESS ERIC, ERIC partners, and adjunct clearinghouses. Conclusions about the future of ERIC are offered. (five references) (CLB)

Distinctions between different forms of academic knowledge are outlined and the differential needs for organizational development and management training across fields are examined. Implications for policy concerning more sophisticated training programs for department-level academic leadership are discussed. (MSE)

Provides discussions of the effectiveness of the North Central Association's accreditation process by representatives of accredited institutions. Includes 16 narratives related to the candidacy and self-study processes and such benefits of the accreditation process as a better-informed campus community, a clarified mission, and the rectification…

A Victoria University of Technology (Australia) project designed to harness the interdisciplinary and collegial culture of the institution to implement Total Quality Management principles is reported. The successful project stressed the value of culture binding through transformative processes in quality improvement. (Author/MSE)

Discusses issues for community college administrators related to Total Quality Management (TQM), transformational quality, and college leadership. Highlight's the author's application of TQM and college leadership literature. Describes initiatives developed at Illinois' Parkland College to provide better service to Parkland's community. (MAB)

Discusses transitional situations of concurrent computer-based training (CBT) that occur in organizations, and provides instructional designers with adaptable checklists to use when communicating with managers and programmers about the tasks performed and the tools needed in designing and developing CBT. Tables present steps, applications,…

Develops the concept of aspirational management and explains its importance in assembling effective, adaptive, high-performing organizations. Describes how aspirational management can be implemented in higher education using four interacting processes: (1) an aspirations statement; (2) commitment to living the values; (3) commitment to learning…

This article outlines goals and techniques that can be used to seek and employ intuitive skills for improved decision making. The article describes the Brain Skill Management program, which helps organizations identify intuitive talent resources and needs, integrate this talent with traditional management approaches, and develop intuitive talent…

Colleges must take steps to create tolerant institutions welcoming and allowing equal access to all students: (1) defining terms and delineating appropriate actions; (2) providing information to those willing to learn about prejudice; (3) protecting everyone's academic freedom; (4) improving the physical and cultural campus environment; (5)…

Key elements of a continuum of services for individuals with autism and other severe behavior disorders are described, focusing on development of a strong central organization; funding; staff recruitment, training, supervision, and evaluation; program evaluation; outreach parent training; home-based early intervention; vocational training;…

Examines organizational patterns for administering community services at community colleges. Identifies conditions contributing to successful organizational patterns. Suggests features of organizational development which may be helpful in analyzing community services administration and in dealing with emerging community services functions in the…

Discusses the need for coordinated efforts between an organization and its staff development support that are congruent with the articulated goals of the district, the school sites, and individual members of the organization. Strategies are presented for changing the role of staff developers in renewal efforts that support a learning organization.…

Discusses 10 major school change strategies engaging the author's energy, beginning with training in group dynamics in the 1950s through today's emphasis on school restructuring. Other strategies included innovation diffusion and transfer, organizational self-renewal, knowledge transfer, creation of new schools, supported implementation, local…

People in noneducation fields recognize and accept leadership behaviors linked to using rewards and punishments, relying on loyalty and trust, and yielding results. Many noneducation professionals think educators are caught up in a communitarian/participation cult that encourages mediocre job performance. However, schools are a business and must…