Reviews existing definitions and proposes a unifying definition of human resource development: the study and practice of increasing the learning capacity of individuals, groups, collectives, and organizations through development and application of learning-based interventions for the purpose of optimizing human and organizational growth and…

Discusses how organizations--not individuals--learn, new ways to learn, and how training fits into the picture. Suggests that training needs to be redefined to support the forces and methods that favor spontaneous learning. Describes how trainers can work with middle managers to reach their goals. (JOW)

Outlines the nature of the learning organization and describes how action technologies can be used to build learning organizations. Outlines the strategies and dilemmas of consultants who use this approach to build learning organizations. (Author)

Restructuring, the current name for school improvement, usually refers to technical, political/social, or occupational orientations. School improvement research discloses five approaches opening different passageways to school culture: collegiality, research, site-specific information, curriculum initiatives, and instructional initiatives. No…

Attempts to distinguish between mental models--abstract concepts that aid comprehension--and cognitive mapping--graphical representation of mental models. Integrates these concepts for understanding the individual-level learning that leads to organizational-level learning. (SK)

Defines and discusses mutual learning in organizations. Suggests that the idea of people and companies sharing knowledge is becoming a competitive strategy because mutual learning enables executives and employees to increase their capacity to work together, accelerate organizational learning, and avoid mistakes. (JOW)

Leader/member exchange theory is proposed as an alternate approach to the study of organizational leadership. Recent research supports the theory but additional development work is needed. The theory seeks to explain how leader/member relationships develop and the behavioral components of leadership relations. Contains 74 references. (Author/JOW)

A model of learning process stages (ignorance, awareness, understanding, commitment, enactment, reflection) was applied in workshops for organizational management teams. The workshops laid the foundation for a systematic approach to learning in organizations. (SK)

A new breed of executive is emerging, the chief learning or knowledge officer who is in charge of organizing, capturing, and cataloging a company's collective knowledge. That the position exists is evidence of the growing recognition that intellectual capital is a company's most significant asset. (JOW)

Describes the central issues of learning organizations: adaptation, change, and environmental alignment; multiple levels of learning; and interpretation and meaning of organizations. Discusses ways that information technologies may be used to enhance individual, team, and strategic learning within learning organizations. (SK)

Looks at similarities and differences between training and organizational development (OD) and suggests strategies for aligning them: developing high-level sponsorship, demonstrating the fit with existing initiatives, creating collaborations, encouraging trainers and OD specialists to work together, and analyze what hinders collaboration. (JOW)

Presents a preliminary examination of communitarianism and its emphasis on community and responsibility as an ethical base for public relations. Suggests that the emphasis business currently places on quality, social responsibility, and stewardship may fit within a communitarian approach. Argues that a communitarian base to public relations may…

Organizations, facilitators, and facilitation are all political. Facilitators have varying degrees of political awareness. Understanding the facilitator's role in dealing with organizational power relations helps one to act confidently, authoritatively, and ethically. (SK)

Explores theories of organizational learning and identifies the implications of the following for learning organizations: the new economy, strategic planning, management practices, and communication. (Contains 32 references.) (SK)

Describes managerial failures and suggests performance management as a way to address the performance improvement process. Explains how performance management allows organizations to address performance failures that prevent the achievement of business results and is used to develop and improve the organization's human and material resources. (LRW)