Discusses special considerations affecting organizational development (OD) programs in public-sector organizations, presents guidelines for using OD procedures in the public sector, and offers conclusions about the applicability of OD in the public sector. (Author/JG)

Argues that systematic empirical assessment of organizational development (OD) interventions is important and can have benefits both for subject organizations and organizational researchers. Discusses suggested criteria for effective assessment of OD interventions. (For availability see EA 507 198.) (JG)

Describes the problems associated with the management of part-time library employees and some solutions afforded by a job sharing arrangement in use at the Greater Victoria Public Library. This is a voluntary work arrangement, changing formerly full-time positions into multiple part-time positions. (JVP)

Discussion of problems affecting the internal organization of the cataloging department in the process of automating cataloging and introducing new forms of catalogs is based on the experience of organizing such a project at the Cantonal and University Library at Lausanne. (BBM)

A sample of 152 change agents were given 24 diagnostic questions they might ask the client organization, questions related to the change agents' cognitive styles and the tactics most likely used by the change agents to bring about organizational and/or individual change. Conclusions are compared with previous research findings. (Author)

Managers should understand that people react to proposed changes in a variety of ways and make every effort to recognize what their employees' responses to change actually are and what factors are likely to affect their responses. (Author)

Suggested are staff reorganization measures and role changes for residential centers for the mentally retarded in Queensland, Australia. (CL)

The activities and preliminary findings of a 15-member task force's examination of the National Science Foundation's division of science information are detailed. The task force hopes to redirect NSF's scattered programs in science information activities and provide a blueprint for coordinating government-wide activities in the field. (BT)

The recent emergence of a novel form of social-change activity, professionalized reform, is studied using the National Council of Churches as an example. A revised theory of organizational transformation is advanced, specifying the conditions under which oligarchy emerges and supports a transformation of organizational goals in a radical…

Documents the steps taken to successfully rebuild a counseling center following a major change in philosphy and direction of its services. Presents administrative issues and steps taken, ways of starting up new services, and results of the changes. (BH)

Documents a case study in which needs assessment and a change model were applied in such a way that the needs assessment process served as a change strategy. States that, in this case, both the results and the needs assessment process contributed to the organization's change goals. (Author/CH)

The use of mergers in Australia's higher education to tackle systemwide as well as local institutional problems is discussed. Complications arising from the situation in which some sectors of higher education are controlled at one government level and funded at another are examined. (MSE)

Comments on E. G. Creamer and Don G. Creamer's article "Predicting Successful Organizational Change: Case Studies." Discusses concerns about article, including the assumptions that planned change is predictable and rational and that the model can be replicated in other settings. (ABL)

Contends that organizational changes depend heavily on the supervisor for successful implementation. Points out that a supervisory climate of trust should be nurtured, and tact should be employed if uncertainty and resistance within the organization's staff are to be kept at tolerable levels. (Author/LLL)

Explains concept of organizational culture (includes systems of values and attitudes shared by organization's members, ways they have developed for handling problems, forms of acceptable solutions), and discusses OCLC, AT&T, and the University of California at Berkeley as examples of managing cultures and organizational change. Twenty-six…