Explores how a strategy for systemic reform in higher education institutions must involve faculty innovators and administrative leaders working together. (EV)

A survey of 524 managers identified key practices to improve performance in a changing environment: clarifying roles, goals, and expectations; ongoing performance evaluation, feedback, and coaching; mentoring; challenging assignments; formal career planning; customer contact; cross-training; and 360-degree feedback. (Contains 31 references.) (SK)

Explores whether organizations that purport to advance learning themselves can learn relative to global ecological trends. Asserts that although there is no single formula, organizational learning requires mastery at seven levels. Discusses those seven levels. (EV)

Employs Sporn's (1996) organizational culture typology in developing a framework to assist in understanding the process of internationalization of universities. Drawing from examples, discusses the alignment of internal culture with the internationalization objectives and strategies selected by the institution. Concludes that the framework helps…

Identifies 12 success factors for designing educational programs for organizational transformation. Discusses two prerequisites for the successful implementation of these factors: (1) a true partnership between the client and the education provider and (2) a pivotal role for the course manager. Contains 3 references and 12 additional readings.…

A survey of 584 Australian companies investigated the impact of 5 management practices (total quality management, teamwork, lean production, reengineering, learning organizations) in relation to 8 training practices. New management practices had significant but differing effects on the organization of training: total quality management had the…

Case studies of three Finnish companies (involved in manufacturing, Internet catalogs, and municipal government services) were used to investigate the nature of organizational change. Significant differences among organizational types were apparent in team formation, pay systems, recruitment, and forms of control. Organization differences reflect…

Case studies of South African companies (mining, manufacturing, and telephone call centers) reveal a mix of management strategies that converge with and diverge from past practices. South Africa is attempting to balance the demands of efficiency, employee rights, and racial equity, a challenge that requires overcoming the legacy of the apartheid…

Offers three "unabashedly normative" considerations for translating organizational communication scholarship to practice: identifying a problem, incorporating participant voices, and presenting research to practitioners. Suggests that by engaging in these practices scholars can create alternative organizational stories and in doing so create space…

Integrates literature that addresses implementation approaches and phases with media selection research to provide a descriptive framework for understanding and predicting media use during planned change implementation. Concludes by synthesizing the findings that emerge from the integration of these bodies of literature and describing implications…

Recognizes the golden anniversary of the Association for Counselor Education and Supervision (ACES) and presents the statements of 15 past presidents of the association. Presidential leaders briefly review the association's past and suggest opportunities to help create a promising future for ACES. Outlines nine challenges which confront members of…

Already a business management classic, "Thriving on Chaos," by Tom Peters, has momentous theoretical and practical implications for educators. Peters's organizational solutions to the challenge of the declining U.S. economy are also prescriptions for school survival. Today's organizations need fewer structural layers and must be…

Although school-based management takes many forms, its essence is school level autonomy plus participatory decision-making. This article discusses implications for budget, staffing, curriculum, and beyond. The key is substituting participation for authority. A sidebar presents research highlights. Includes 26 references. (MLH)

Staff development should be involved in dealing with the capabilities of the whole institution by nurturing staff. Institutions must deal with attitudes and incorporate equal opportunities within the structure, content, and delivery of all of their activities. (SK)

One state curriculum guide too many produced the Principal's Advisory Council on School Improvement (PACSI), a Huntington, New York, principal's "kitchen cabinet" to handle curriculum overflow. In two years, PACSI developed three solutions: grade level objectives and suggested time allocations; monthly curriculum calendars; and…