Colleges such as Centre College of Kentucky, faced with changing demographics and finances, are increasingly using strategic planning techniques, and the results are beginning to become apparent in better organizational coordination and focus. (MSE)

Presents results of an independent evaluative study of administrative decentralization in the Cleveland Public Schools. Results showed that the technical aspects of decentralization are in excellent working order, but organizational obstacles remain to be surmounted. Recommendations for improvement are made. (PS)

Used four case studies of planned change to evaluate the effectiveness of the Probability of Adoption of Change model in predicting the probability of successful program implementation in higher education. Results provide support for the role of the variables defined in the model. (ABL)

Comments on E. G. Creamer and Don G. Creamer's article "Predicting Successful Organizational Change: Case Studies." Notes leadership placement in student affairs is logical but unfortunately not probable if the change is institutionwide. Raises questions about the conclusions drawn, although states a liking for the model. (ABL)

A four-step process is outlined for colleges to use in removing planning constraints, the difficulties that decrease or hinder the effective implementation of institutional change strategies. Its use on multiple complex constraints and in coping with chaos is discussed. (MSE)

Selected ERIC abstracts dealing with aspects of organizational change are offered. These articles explore specific approaches, priorities to consider, and offer advice for beginning organizational change in teacher education programs. (DF)

Harlow, one of Britain's New Towns, attracted numerous young families in its early years, prompting development of a large school system with good career advancement opportunities for young teachers. As the town's population aged, enrollment fell drastically, necessitating major school reorganization to meet significantly changed student and…

Examines changing environmental conditions facing community colleges. Uses a symbolic interaction model to analyze leadership potential for institutional development. Examines the compatibility of leader and organizational behavior with emerging conditions. Identifies problems in the leadership capacity of presidents/chancellors facing change and…

Describes results of a questionnaire designed to probe how human resources professionals viewed ongoing communication practices as they related to four concept areas: formal and informal systemwide communication, communication to facilitate change, small-group communication, and superior-subordinate communication and the resulting organizational…

Elements of system analysis (social, technical, and administrative system), culture analysis, and culture change versus system change are discussed. Two famous case studies--one representing system change (Coch-French case) and the other culture change (Guest case)--are examined. (CT)

This critique examines Tellado's account (TM 510 179) of his evaluation of a problem-solving program. The program was apparently successful but did not survive. By examining the program as an organizational change intervention, several problems are uncovered regarding its design, implementation, evaluation, and institutionalization. (Author/BW)

Recent organizational and legal changes of Australia's faculty union may affect its operations and power. Some concern has been expressed at its centralization, some at growth in branch power versus institutional-level power. Short-term change is unlikely because the same individuals will be making decisions for some time. (Author/MSE)

Explores the evolving role of the deputy director of education in England in relation to the contest between professional participation in decision making and political/managerial control of decision systems. (MD)

Presents an analysis of a Student Affairs Division's self-evaluation and resulting reorganization, including findings, recommendations, and the data-gathering instrument. (Author)

Investigates the attitudes of 340 Israeli government employees toward their work and the introduction of the computer. Three behavior modalities--affective, cognitive, and instrumental--of five referent groups are examined both for work and for computer introduction. (Author/IRT)