The structure underlying "unstructured" processes is described in terms of 12 elements: 3 central phases, 3 sets of supporting routines, and 6 sets of dynamic factors. (Author/IRT)

This earth sciences' directory lists the names and addresses of 275 professional societies and organizations. The directory includes both American and foreign organizations. (BT)

This paper reports a study designed to examine the key concepts of Total Quality Management (TQM) implementation and their effects on organizational performance. Process Alignment and People Involvement are two key concepts for successful implementation of TQM. The purpose of this paper is to discuss how these two constructs affect organizational…

This directory presents profiles of 73 higher education associations located in the Washington, DC (and northern Virginia) area. Preliminary information includes an alphabetical list of the associations by full name and an alphabetical list by organizational acronym. Each profile includes the organization's address, telephone numbers, e-mail and…

This article describes the history, work, and current session of the International Olympic Academy whose major function is to perpetuate the spirit and rules of the Olympic Games. (JA)

Two general types of Indian organizations (promoting Indianness and protecting Indianness) and their shortcomings are discussed. (NQ)

Several Speakers discuss both a definition of instructional improvement and the current status of the field. (AK)

Although there are a number of good technical associations now throughout the country, the author would like to form a new one. This association would specifically service the technical instructor and would try to meet his personal needs. (MR)

Focuses on the perceptions of top managers in four industries (plastics, semiconductors, automotives, and air transportation) who examined relationships among strategy, distinctive competence, and organizational performance. (Author/IRT)

Proposes that the social contract analogy for organizations is superior to the analogy with organisms, which fails to provide a satisfactory picture of organizational reality, entails suspicious implications for organizational change, and impedes organizational inquiry. (Author/IRT)