Looks at the evolution of open education in the United States. Focuses on the organizational changes that have been made to allow for open education. (DN)

The consultant's concern is to increase an organization's capacity to initiate and manage change through an integrated approach to the company's social, economic, technical, and organizational systems, and to improve the performance and value of its human resources, using measurable criteria whenever possible. (Author/JB)

Author proposes a model for organizational change using a behavioral science approach rather than the traditional authoritarian approach. (MB)

Part 3 of a three-part series: planning and implementing change. (RY)

Critically examines the research on planned change in organization style conducted by R. Golembiewski and S. Carrigan. (LN)

Warns that community mental health services are threatened by reductions in federal support and increased numbers of clients. Reviews literature on the effect of adverse economic events on mental health. Identifies issues and answers for managing this dilemma including planning, financial diversification, and inter-agency cooperation. (Author/JAC)

Studied a mining company's survey feedback meeting and its relationship to survey data. Results showed the emotional direction of feedback sessions was positive and problem-centered. Structural factors affected the way groups behaved in feedback meetings, and, depending on the group's survey profile, different processes and themes emerged. (WAS)

Studied the implications of being involved in either the design of changes or the application of a Quality of Work Life (QWL) change for four aspects of experienced influence. Results indicated the people who experienced the most increase in influence were those who helped design the change. (Author/RC)

Suggests that the educational role of community colleges will stabilize. Recommends that program and staff development planning focus on human and organization dynamics, helping teachers provide remediation within the subject classroom, faculty retraining and career alternatives, productive retirement for instructors, performance appraisals.…

The ERS Standards could affect the government contract work of large research and evaluation organizations by requiring (in the request for proposals) that work be done in accordance with the standards, incorporating the standards into the proposal, or including the standards in the contract boiler plate. (Author/LC)

Presented are case histories of educational planning in two countries where reform was successful. The authors argue that change is not likely to occur if the model of planning employed is one imposed by an international donor agency, as opposed to one developed by the educational agency receiving funds. (KC)

Argues that the field of educational administration can and should develop a systematic, cumulative, and practice-oriented body of knowledge to inform administrative practice that concentrates on practical appplications, maximizing student achievement, and the effects of administrative actions. (Author/WD)

Managers need to be skilled at diagnosing the demands of a situation and flexible in selecting and implementing a change strategy tailored to the demands. A model for selecting appropriate change strategies is presented. (Author)

The author discusses what he believes to be the six most critical issues in education in Canada: purpose of a secondary school program; school governance; dealing with cultural pluralism; flexible organizational patterns for school operation; teacher evaluation; and the role of the schools on the issue of national unity. (KC)