Discusses the changes in administrative structure in the Lunenburg Public Schools (Lunenburg, Massachusetts), including the new management of professional personnel, pupil services, and special need programs, as well as the roles of key administrators. (JW)

Because secondary school faculties are more diverse and specialized than elementary, a team approach to instructional leadership at the secondary level is recommended, and a four-step process is presented for incorporating such an approach: diagnosis, allocation, implementation, and evaluation. (TE)

Discusses the advantages and limitations of a one-person training department in a small organization. Suggests that going it alone is seldom easy, but gives some thoughts and ideas on how to match trainer's skills most effectively with the organization's needs. (WL)

This study addresses one of those technical questions that has profound implications about which we know so little and assume so much: should survey/feedback designs identify respondents? Convenience and caution usually dictate anonymity. However, this study shows that identifiers and nonidentifiers differ significantly. (Author)

Reviews series and problems faced by the educational administrator training program in the School of Education at Stanford University. (AM)

Describes the evaluation process as it was applied at the Life Office Management Association (LOMA)-the first organization to have a nationally conducted adult education program evaluated. Information about other noncollegiate sponsored programs for college credit is also provided. (ABM)

College administrators must understand staff development as an integral part of the total process of organizational or institutional development. A six-stage paradigm is suggested as one conceptual framework within which a college may identify and act upon its staff development needs. (Editor/LBH)

The practice of granting tenure to academic administrators, especially presidents and academic deans, seems fairly prevalent. However, it is important to consider the possible advantages and disadvantages carefully before making such an offer. Boards interested in attracting talented administrators empowered to do what is in the best interest of…

This paper suggests that supported employment programs should view themselves as learning organizations for whom people with severe or profound disabilities are a prized resource, since they encourage the organization to invent new ways to develop jobs, foster administrative flexibility, review assumptions about potential, and take responsibility…

Using an in-depth review of the literature and the author's own personal experience, this paper attempts to distill the eight best practices of those undertaking digitization projects. Results are intended specifically to assist special librarians undertaking a digitization effort in a corporate setting, but conclusions could equally apply to the…

Successful performance improvement efforts draw from such disciplines as psychology and systems theory, and from the fields of instructional design and human resource development. Both knowledge management and organizational learning are valuable additions to the human performance technologist's repertoire for performance analysis and intervention…

If school improvement efforts are to succeed, it seems clear that institutions of higher education, school districts, and state education agencies must work together to create new strategies, incentives, and options that will promote educators' learning of the new practices and perspectives that will change the core of educational practice. The…

Provides an overview of knowledge management and benchmarking, including the benefits and methods of benchmarking (e.g., competitive, cooperative, collaborative, and internal benchmarking). Arthur Andersen's KMAT (Knowledge Management Assessment Tool) is described. The KMAT is a collaborative benchmarking tool, designed to help organizations make…

Creating competence has become a major issue in organizations. Various authors contend that competency management has the potential of integrating organizational strategy, human-resource instruments, and human-resource development; that competency development can lead to performance improvement; and that it can help Human Resource Development…

This paper explores transformation and change in American higher education. It begins by examining the debate over the type of change needed in higher education from the radical change suggested by some as necessary for survival to concepts of continual improvement urged by others. A definition of transformational change is offered which…