The organization, history, and goals of the Association of Optometric Educators are highlighted. (JMF)

Reviews present and international library networking activities, both in terms of the status quo in 1978 and, in the case of the United States, the efforts underway toward implementing a more coordinated and comprehensive system than presently available. The roles of various organizations/groups are also discussed. (Author/JD)

Drawing on the behavioral sciences, the author outlines alternative modes of structuring and organizing an extension unit. The advantages and disadvantages of several organizational design options, the purposes and management of the temporary task force, and some general guidelines for making organizational design decisions are discussed.…

Suggests 10 ways that meaningful managerial behavior change can be brought about in dimensions such as leadership, initiative, planning and organization, judgment, independence, and delegation. (SH)

An enquiry of 83 American organization development consultants with experience as facilitators in public schools indicated that only seven reported using one or more of the recognized assessment techniques for which there are published data concerning factor structure, reliability, and validity. (Author)

A more dynamic conceptualization of managerial competence is derived from a contextually embedded framework that views organizational culture and the business environment as significant determinants of competence. (SK)

Examines how to create organizational processes that allow communication professionals with a variety of expertise to support each other through coordination and integration. Studies eight of America's leading total quality management corporations, including AT&T, Federal Express, Saturn, and Xerox. Explores how various total quality…

Discusses characteristics of strong teams, lists problems that can destroy them, and presents basic steps in creating strong ones. Describes roles for an effective multimedia team, raises specific multimedia issues, and makes recommendations for team organization. (PEN)

Discusses changes in organizational training systems in light of new ideas about organizational development and learning. Topics include the difference between training and learning, old assumptions about the functions of training, how training can be detrimental to organizational development, how to initiate change, and expanding training…

A professional practice model is a system that supports control over nursing care. It has five subsystems: values, professional relationships, delivery model, management approach, and compensation and rewards. Comparison of five health facilities provides guidelines for planning, implementing and evaluating a professional practice model. (SK)

Presents the outcomes of research conducted at UNITEC Institute of Technology, New Zealand, that support the development of a new and distinctive "university of technology" within a relatively traditional national higher education system. The first involved a survey of staff opinion on the organizational development aspects of this new…

Uses components of Habermas' life-world concept to identify the processes through which communities of practice create intellectual capital as members co-construct knowledge. Concludes that organizations should find ways to enhance communicative collaboration in order to develop intellectual capital. (Contains 30 references.) (SK)

Explores problems in Senge's learning organization concept through four questions: Where is the system of which learners are supposed to be part? What is the impact of diversity? What is the quality of relationships and roles upon which interdependence hinges? and What is the importance of the organization's environmental context? (SK)

Offers a step-by-step guide to conducting an assessment to determine whether your company has the characteristics of a learning organization. Includes a list of learning organization assessment instruments that identifies author, learning level, content areas, and methodology used. (JOW)

Suggests that the key issue in the evaluation problem scenario is not so much an ethical problem as it is a strategic problem. The evaluator needs to be educator, change agent, and organizational development practitioner to make this evaluation a success. (SLD)