Notes that changes in leadership of organizations can affect many people. Suggests approach that can affect positive transitions through team building. Describes components of STEAMWORK (sensitivity, tolerance, empathy, acceptance, maturity, wisdom, ownership, responsibility, and kindness) model and describes components of the STEAMWORK model that…

This article offers 25 stepping stones to ease the conversion of a classic hierarchical organization into a network of self-directed work teams. (JOW)

Presents model for incorporating cultural diversity in organizations, based on 3 X 3 X 3 matrix, which analyzes organization's functional focus (recruitment, retention, promotion), barriers (differences, discrimination, systemic factors), and cross-cultural competencies (beliefs/attitudes, knowledge, skills). Although originally developed for…

Discusses the merits and methods of downsizing, the process of eliminating unnecessary costs and unprofitable operations from an organization, and examines commonly used, effective strategies that will minimize the hardship on both employers and employees. (JOW)

Describes how the corporate education department at Corning, Inc. stopped training individuals and started transforming a company. Offers a four-part strategy that allowed the Education and Training Directorate to do more with less. (JOW)

Contends that counseling has much in common with organizational consulting. Provides overview of consulting practices that counselors might find useful should they decide to investigate organizational consulting. Includes aspects of market research, gauging competition, and target markets. Considers promotion, networking, and elements of…

Compares the William H. Whyte's Organization Man of 1956 with today's employees. Finds that today there are no implicit contracts, no common lot, no loyalty, and no harmony of interests. (JOW)

Coaching can help executives deal with organizational change by focusing on objectives, developing resilience, and building interpersonal skills. Coach and executive move through phases of building commitment and facilitating personal transformation. (SK)

Chronicles the business rationale, the cross-functional commitment, and the process of designing and launching a well-integrated career development program at Monsanto. (JOW)

Compared trade union education activities in Brazil and Britain to prepare workers for globalization and its role in organizational change. Points out which direction the ideology and program philosophy of each country takes. (SK)

A study examined the role of leadership in the reinvention of government in nine federal offices. Found that organizational culture facilitated or hampered reinvention and leaders influenced the organizational outcomes in both the reinvention and related performance measures, most likely via the organizational culture. (Author/JOW)

"Ghosts" are elements that influence an organization's view of itself, its ways of working, and its culturally specific attitudes; they exert an indirect influence over everything that happens within an organization. Successful organizational change requires identifying and integrating these ghosts. (JOW)

Conceptualizes the learning organization as a metaphor, given the centrality of narrative in human endeavors. Reinterprets the learning organization using narrative theory and social theory. (Contains 52 references.) (SK)

Applies the Theory of Constraints, which views resistance to change as a necessary, positive force, to a case study of a bank merger. For each resistance factor, the theory provides tools for using it and managing change successfully. (Contains 46 references.) (SK)

Describes how Hillel, the largest Jewish student organization in the world, is retooling its image. Efforts are underway to appeal to Jewish students of all backgrounds, as well as to provide modern new buildings for the organization. (EV)