Describes how the emotional climate in organizations arises and evolves and how it affects organizational dynamics, idea generation, creativity, adaptability, and facilitation or inhibition of learning. (SK)

A study of 157 small financial firms found a significant relationship between strategic management training for senior managers and the firm's level of commitment to planning, resulting in a return on investment for stockholders. (SK)

Principles of self-management embodied in learning organizations are not accurately reflected in practices used to build learning organizations. There is an inherent contradiction in learning organization initiatives: the attempt to link individual development with organizational strategy tends to restrict the possibility of creating a learning…

Information technologies are important tools for individual, team, and organizational learning. Developments in virtual reality and the Internet, performance support systems that increase the efficiency of individuals and groups, and other innovations have the potential to enhance the relationship between work and learning. (SK)

Presents results of a case study that illustrates problems of employee surveys as part of the organization development process and makes recommendations to practitioners for effectively managing a sound approach to performance improvement. Provides a look at an inexperienced consultant and the distractions that resulted in a failed organization…

Applies to adult education decision making Bolman and Deal's four frames for understanding organizations: structural, human resource, political, and symbolic. Suggests that a different frame for adult programs and services is needed to align with the frames of potential participants. (SK)

Reviews literature on knowledge management and organizational learning; highlights the significance of networks, alliances, and interorganizational relationships. Refines a model of organizational learning to account for different levels: individual, interdepartmental, team, organizational, and interorganizational learning. (Contains 62…

The authors describe a recent strategic planning process at Kent State University which sought broad participation at every step. The strategic relationships developed as a result of this process resulted in a unified vision of the institution. This translates into a better educational product for Kent State, which enhances student recruitment and…

Presents a vision for the future of evaluation in which it will play an expanded and more productive role within organizations. This future will emphasize a learning approach to evaluation that is contextually sensitive, ongoing, and supportive of dialogue, reflection, and decision making at all administrative levels. Traces the development of…

Burt Huber and his team from Ariel Performance Centered Systems won a performance support design award at last year's Online Learning Conference for their system at Payless shoes. Huber discusses some details of his organization's designs; how he approaches a client; how he assesses organizational readiness for performance support; role of…

Describes self-organizing activities and the natural emergence of new systems as a model for a new type of learning environment. Explores the facilitation of self-organizing activities in a separate learning space with an organization and outlines theoretical elements for making the space successful. (Contains 26 references.) (JOW)

In the Learning Society, active citizenship requires participation in communities of interest and the ability to understand the claims of scientific knowledge. Active citizenship involves individuals in learning to develop social, not human, capital. (Contains 43 references.) (SK)

Focuses on the Alumni Society of the National Child Day Care Association and tells the story of how and why NCDCA launched the society, and the anticipated long-term results of its establishment. Details launching the society, membership, and governance. Promotes the Society as a model for other Head Start grantees and programs. (SD)

Middle managers in high-tech companies (n=163) characterized their work environment with the terms complexity, ambiguity, and lack of control. A postmodern mechanism for organizational and managerial development involved creation of complexity maps, a diagnostic tool for identifying concerns and areas for personal growth and development. (SK)

University business incubators give businesses access to labs and equipment, scientific-technical knowledge, networks, and reputation. A study of incubators in Italy shows they do not resolve inadequate funding or lack of management and financial skills. However, the networking capacity can offset these problems. (Contains 25 notes/references.)…