Explores the concept of the "professional" in librarianship, the right mix of professional and support staff in libraries, librarians doing clerical work, professional credentials, and staffing changes resulting from technological advancement. (PEN)

Describes Working to Achieve Visions of Excellence (WAVE), the change process used at the Savings Bank of Utica to achieve optimum team management. (JOW)

Considers issues involved in the change process within organizational culture. Highlights include adopting an appropriate management style; evaluation of performance; aspects of change; implications of change for people management; degrees of change; resistance to change; and an example of planning and implementing a new information technology…

Discussion of the restructuring of organizations focuses on some of the factors leading to changes in the organizational structures of academic libraries and provides an overview of trends discernible in North America. Considers possible future developments that might radically alter the organizational structures of academic libraries. (Author/LRW)

Case studies explored issues between medical schools and parent universities and strategies used to resolve them, including changes in governance, organization, and management of medical schools (such as unified authority for health affairs, reengineered administrative systems, and increased autonomy in decision making). Concluded these strategies…

Presents a framework for the study of professional development and proposes that key factors that affect student achievement be conceptualized as school capacity. Makes the case that professional development be designed to enhance three dimensions of capacity: (1) staff knowledge, skills, and dispositions; (2) school professional community; and…

Discusses barriers to the implementation of quality management in the library and information science sector in Europe. Topics include Total Quality Management and other business experiences, an information quality infrastructure, supplier/customer relations, customer satisfaction, and a European Quality Model. (LRW)

An Australian educator's examination of cooperative education in Canada and the United States considers the contrasting perspectives of co-op stakeholders and suggests that guidelines rarely focus on learning outcomes and processes; co-op administrators have different priorities than adult educators; and there is a need to question existing…

Describes how Deer Park School District, Long Island, New York, is saving money while boosting efficiency by centralizing its high-volume printing and duplicating operations. The new arrangement saves space, time, and expenses. (LMI)

Notes that corporate documents of a women's clothing company changed in one season from relatively outdated designs to more updated, professional layouts but the content changed very little. Contends that the document redesign indicates a move to a more feminist outlook for the company. Describes how the document design represents a slow change…

Finds that, due to insufficient communication and poor planning, new organization members (in a post-merger culture after a friendly merger) did not receive information necessary for assimilation, and developed different meanings for organizational messages, and different values and beliefs. Concludes that to preserve an organizational culture…

Results of a survey of 87 members of the American Vocational Education Research Association and review of change literature indicated that the organization is healthy but should consider some changes to maintain future viability. Needs assessment, a futures committee, and a study of member attrition were suggested. (SK)

Discussion of organizational change and possible negative effects which can impact organizational performance focuses on ways a manager can identify problems with employee motivation and productivity and address them in a supportive manner. Topics include clear expectations, open communication, and recognizing employee efforts. (Author/LRW)

Interviews with Cornell Cooperative Extension faculty, staff, and administrators (28 campus-based and 39 county staff) revealed both similarities and differences in views of engagement. County staff view their jobs as the critical link between community needs and university resources; campus staff view themselves as implementers of programs.…

Explores why learning communities have become so pervasive in higher education and the challenges faced by the learning communities movement, including challenges of student learning and faculty development, diversity, institutional change, and purpose. (EV)