An examination of why educational technology has progressed so slowly and remained on the periphery of educational systems." The article also outlines some of the requirements necessary for educational technology to succeed. (Author/AA)

A productivity measurement process is described that determines organizational change in colleges and universities and focuses on organizational performance measurement rather than individual employees' performance. It integrates economics, industrial engineering, and behavioral sciences principles and processes, and covers professional,…

Discusses commonalities and differences between faculty development and faculty evaluation, illustrating why, in practice, each is likely to fail without the other. Shows how the two concepts are key elements in organizational change. Calls for individual and institutional changes for institutional performance improvement. (DMM)

Maintains that secondary schools often assign their counselors major responsibility for the gatekeeping and custodial functions associated with student scheduling. Recommends as an alternative having counselors advise students and others needing counseling while paraprofessionals and clerical personnel handle the administrative duties. (Author/PGD)

Part of a special issue on organizational research utilization, this article reviews 27 empirical studies on the utilization of social science research. Its conceptual framework for utilization includes action generation, information processing, affective bonding, and strategy formulation and control. The authors identify 3 types of utilization…

This discussion of the installation of microcomputing tools in organizations and institutions describes the effects of change, precautions for management, procedures to support inexperienced employees, and directives for microcomputer installation. Nine references are listed. (EJS)

Discusses six changes and challenges which will affect the role of the consultant and trainer in the 80s: (1) population change, (2) value change, (3) changing organizations, (4) changing communications, (5) better utilization of human resources, and (6) leadership creativity and initiative. (JOW)

Finds three areas of faculty/administrator interaction to have the greatest influence on organizational climate: goal setting and internal governance, application of resources, and organizational and personal development. Suggests strategies under each area for promoting a positive climate. Reports briefly on a panel's assessment of the analysis…

Guidelines are provided which focus on adapting sports to meet the needs of each individual child. A study is described which illustrates the way in which a T-Ball program was adapted to meet the needs of seven- and eight-year-old children. (JN)

Examines how community mental health practitioners are likely to implement services for improving community-based care of the chronically mentally disabled. Describes a scale for administrators to assess practitioner orientations and thereby anticipate compliance problems. Suggests ways administrators may alleviate these problems. (Author)

Examined the effects of a flexible working hours schedule on the arrival and departure times of 162 public sector employees. Results indicated that workers, when scheduling their own workday, deviate only moderately from their preflexitime arrival/departure times; and they tend to develop relatively stable arrival/departure patterns. (Author/RC)

Presents a model for use by administrators in maintaining a contemporary organization. Stresses the administrator's responsibility to know faculty members' strengths and weaknesses, avoid factions, set goals, introduce change in small increments, and remain flexible. (Author/WD)

Guidelines are suggested whereby mental health agency administrators can promote organizational growth and avoid dangers during an agency crisis. Emphasis is placed on the administrator's comprehension of leadership styles and task organization. Typical staff reactions to agency crises are described. (Author/DB)

Reports on the methods and findings of a study to: (1) decide how to measure an institution's potential for change and its concomitant readiness to receive federal funds for improvement of instruction, and (2) to determine who should assess this potential--institutional representatives or outside evaluators. (AYC)