Tested differences in values between 60 managers and 51 organizational development consultants, using the Management Values Inventory (MVI). Results revealed that the differences between the two groups were modest, even when statistically significant. Often-stated differences between these groups were not present on the MVI. (Author/WAS)

This conceptual model is organized around these constructs: individual and organizational needs, management, employee, and cooperative initiatives. Appropriate activities have either a short-term focus (performance and productivity management) or a long-term focus (career management and organizational development). (CPAD Network, 1190 South…

A career pathing approach to needs analysis brings together the organizational, work, and individual demands of career management. Needs analysis focuses on descriptions of work requirements that reflect what people actually do, and how they act. (CPAD Network, 1190 South Bascom Avenue, Suite 211, San Jose, CA 95128) (SK)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (CT)

Identifies problems in evaluation research in organizational development (OD), including definition of objectives, research design, sampling, measurement, statistical validity and reliability, and interpretation of results. Recommends improvements in each evaluation area and suggests using utility theory, which requires estimation of all costs and…

Offers a conceptual framework for organizational development consultation, through a brief definition of the process, with attention given to the systems approach. The consultation process is described, and a brief statement about consulting in business and higher education settings is included. (Author/JEG)

Ways games can be used to improve human performance, with examples of simulation games. Uses include instruction, evaluation, experimentation, and organizational development. (Author/LS)

Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)

After an absence of 10 years, strategic planning has returned as a prime management issue. New attitudes, new approaches, and new players have emerged with new practices. A good strategy can make a company more attractive to customers and investors as well as a better place to work. (JOW)

This study explored effects of strategic planning intensity in disability-based agencies on the organizational performance of those agencies. It found statistically significant correlations between strategic planning intensity levels of the agencies and their respective organizations' performance on two out of five measures of organizational…

Empirical evidence indicates that learning in many organizations is simple rather than complex, and many organizations seem to be unable to reflect on and draw from learning processes. An ecological broadening of perspectives is recommended as a solution. (SK)

Case studies of four Spanish ceramics companies were used to construct a theoretical model of 14 factors essential to organizational learning. One set of factors is related to the conceptual-analytical phase of the product design process and the other to the creative-technical phase. All factors contributed to efficient product design management…

Describes the conceptual frameworks and methods used to evaluate a multisite, regional capacity-development project in Latin America and the Caribbean. Discusses the challenges facing capacity development and its evaluation and illustrates some of the procedures used. (SLD)

A conceptual framework based on knowledge management, learning organizations, and organizational learning is used to develop a model of the ideal corporate university, a human resource development strategy that includes four interrelated core processes: knowledge systems and processes, networks and partnerships, people processes, and learning…