Discussion of changes in organizational environments focuses on nonbureaucratic, or nontraditional, organizations, and the role of information technology. A model of a nontraditional organizational design is described and results of a pilot study of the role of information technology in nontraditional organizations are presented. Contains 114…

Of the 14 organizational values ranked by a majority of 146 New Mexico Cooperative Extension educators as extremely valued, 9 were extremely evident in organizational policies and procedures. A values audit such as this forms an important initial step in strategic planning. (SK)

Examines three cases in which changed political or other circumstances caused the Cooperative Extension Service to change its way of providing local leaders with accountability information. Suggests the establishment of ongoing accountability systems to ensure organizational protection when political or other situational changes occur. (Author/JOW)

Presents a case study of how the University of Salford in Greater Manchester has established cultural change within the institution by embedding academic enterprise. Describes the "enterprise university," sets Salford within this context and that of higher education generally, and, drawing on two examples, illustrates how the university…

Conceptualizes learning within experiential and constructivist perspectives as a complex interplay of orientation, elaboration, and integration. Illustrates the model with the case of a training program aimed at organizational change. Identifies tensions between the three components and the trainer's role. (Contains 26 references.) (SK)

A case study of automation in the British baking industry illustrates several perspectives: (1) technological change as inevitable due to external market forces; (2) selection and implementation of technology as an outcome of strategic choices; and (3) awareness of the need for change as part of a political process in which choices are made among…

Organizations that rely heavily on a flexible work force will lose the ability to attract and retain skilled workers with idiosyncratic knowledge. There is an interdependent relationship between the quality of employee relations and the capacity to use the idiosyncratic knowledge of a work force. (Contains 61 references.) (SK)

Discusses what it means to a training and development department when an organization changes to a global focus. Describes the following trends: an increase of globalization and diversity, an increased demand for just-in-time learning, and increased demand for short-term profits. (JOW)

Presents diversity as a resource to create a high performing work culture that enables all employees to do their best work. Distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing a organizational change, and discusses the human resource professional's role.…

A longitudinal study of factors influencing success or failure of workplace innovations such as teamwork was carried out in two German firms. Success factors included having a team mentor; integrating training, supervision, and implementation of the innovation; and training trainers. (SK)

The case of a virtual education business that expanded through creation of customer value in strategic partnerships yields two key points for the future of multimedia businesses. Ability to incorporate new business styles and innovative leadership that harmonizes the philosophies of various partner companies were factors in success. (SK)

The changing environment has shifted the model of nonprofit organizations from charity to social enterprise, which emphasizes partnerships with business and government. Approaches to volunteer management, recruitment, retention, and recognition are different in social enterprises, and a move beyond human resource management practices is required.…

A case study of Canada's telecommunications industry found the union engaged in education and research that helped build the potential for workplace democracy. However, scarce resources for these activities and management concerns about worker empowerment constrained progressive change. (SK)

A state university established an in-house executive education program for administrators. Implementation and evaluation results reinforce three critical aspects of effective executive education: connections to anticipating and causing change, focus on the centrality of active leadership, and activities that translate into action plans linked to…

A feature article in the "Chronicle of Higher Education" reported a campus controversy over an innovative general education program that received praise and attention nationally. In this essay, two administrators, prompted by that article, both tell the story of institutional change and raise theoretical questions about what the…