Total Quality Management is not a fad. Human resource development must be aligned with the culture of continuous improvement to make it work. Changes may be necessary in hiring, promotion, and performance appraisal. (SK)

Discusses common problems that occur when trying to implement total quality management. Offers suggestions on changing the culture of an organization. (JOW)

Based on case studies of a Dutch adult-education organization and an Irish residential center for mentally handicapped people, this article discusses some implementation dilemmas that occur when organizations face challenging innovations. Conflicting pressures for centralization and local autonomy in implementation activities and for unified and…

Discussion of organizational development and change focuses on parallel organization, a theory that combines changes in organizational theory with Quality of Work Life (QWL) theory. Criteria for effective employee participation groups are described, design and implementation of the parallel organization are explained, applications to libraries are…

The Japanese concept of Kaizen (continuous improvement) may be applied to higher education institutions. Focus is on improvement of the products produced, the process by which they are delivered, and the people involved in the products and the process. (SK)

Suggests that bankruptcy occurs when creditors withdraw their support from a firm's top management team. Five characteristics measuring the relative status of top teams tested on a sample of 57 large bankrupt firms and 57 matched firms revealed that membership in political elites and board connections were negatively associated with bankruptcy.…

To implement Total Quality Management concepts successfully, colleges and universities must change their cultures significantly. In higher education, with its organizational characteristics and traditions, authority relationships between faculty and administrators must be recognized, and some changes in the role and attention of leaders must…

The relationship between production systems, work organization, and skills has become a policy consideration in many industrialized countries seeking to improve competitiveness without reducing wage standards. Decision makers should weigh the costs of making these changes. (JOW)

Reviews general trends in how centralized and decentralized information technology (IT) structures have evolved, as well as how a unified IT structure developed at Monroe Community College. Recommends a ten-step process that other institutions may use to assess how best to reengineer and revamp their current organizational IT structures. (JDI)

Discusses the growing waiting lists for residential services for persons with developmental disabilities due to the increase of individuals needing services, increased longevity, low service creation in the past, and because services have become more compatible with what people want. Recommendations for reducing waiting lists are provided. (CR)

Proposes a 10-point framework of fundamental change for community colleges to follow in maintaining their viability. Suggests that college leaders think holistically, streamline governance, diversify funding, apply technology, change success criteria, and facilitate continuous learning. Emphasizes that understanding organizational culture is a…

A four-year study investigated the effects of deinstitutionalization programs on 71 individuals who remained in institutions being downsized. Results found downsizing was associated with decreased community integration, decreased availability of therapy services, and many residential and day program moves within the institution. Per person…

Argues that change in education requires a big-picture mentality of systemic reform. Discusses important issues and factors in the change process, common barriers to educational change, and an eight-stage process for producing lasting organizational change. (SR)

A small consulting firm, the Registry for College and University Administrators, places retired college presidents in interim positions, usually after an administrator has left suddenly. Interim presidents have been placed at 19 institutions in seven years, mostly at small, private colleges. Almost always, the underlying mission is to lay a strong…

Studied the concerns of six elementary school principals in a district in transition from a historically bureaucratic to a decentralized system. Findings suggest the importance of good communication about the changes and an understanding of school culture to help gain the commitment of principals and school constituencies. (SLD)