Presents a model that relates individuals' perceptions of organizational control to personal level in the organization, feelings about work environment, feelings about supervisor competence, belief in personal control, feelings of access to the decision-making network, and clarity of role requirements. Provides data that developed and validated…

The successful establishment of a nationwide system of IGE networks has greatly facilitated the widespread use of the IGE method of teaching. (LH)

Discusses strategies and techniques to help overcome misconceptions within organizations about nonclassroom or performance oriented field-implemented training. Cites participation, interaction, and results as the keys in addition to intrinsic motivation. (LAS)

Final of a six part series discusses the idea that the reputation and credibility of training and development is much lower outside the training community than within it. Urges organizational trainers and developers to prove cost effective contributions to their organizations. (LAS)

Focus is on the Agway (a farm supply and food marketing cooperative) retail store system in this informational case history and how-to approach for designing, developing, and implementing a formal corporate management program. (Editor/TA)

Uses data on 682 day-care centers (DCCs) operating in metropolitan Toronto, 1971-89, to examine how DCCs alter their organizational niches, defined by productive capacities and targeted resources, in response to competition, and resulting influences on their survival. Finds that evolution of the DCC population was a joint function of adaptation…

Discusses unanticipated effects of an electronic performance support system (EPSS) on one organization. Topics include EPSS as an innovation; vendor's familiarity with the organizational environment; choice of database and system interface; participation by user groups; information sources; implementation; and recommendations for future research.…

Examines three cycles of activities during the multi-year implementation of new student services software at a Masters I public comprehensive college with an enrollment of 12,000. Uses the theoretical framework of transformative leadership. Interpretations and recommendations address organizational issues that can be generalized beyond the…

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

Argues that college presidents have an important role as protectors of the public interest; can be powerful agents in creating bridges between different cultures; and must be role models for faculty, students, and communities. Describes characteristics of successful presidents. Emphasizes the importance of achieving diversity among students and…

Discusses the selection of the name for the Council for Exceptional Children's Division on Career Development and its name change to Division on Career Development and Transition. Describes the impetus for the addition of "transition," issues surrounding the name change, and the impact of the change. (CR)

Proposes a model for managing a community college's accountability environment and shows how it can be applied. Reports that the model is premised on the pluralistic perspective of accountability (Kearns), and uses Christensen's value network for building the community college model. (Contains 37 references.) (AUTH/NB)

The interactive approach is recommended for strategic planning of long-range development of colleges with enrollments of less than 2500 students. Discussed are how to conduct environmental and competitor analyses; how to develop an organizational mission statement and institutional goals; and the evolution of leadership through the strategic…

This article presents the perceptions of nine past presidents of the National Association of Biology Teachers regarding the organization and its growth in the period covering 1966 to 1985. These comments were taken from taped statements which are now in the organization's archives. (CW)

Self-directed teams, in which the people who do the work are responsible for managing it, are changing the practices and structures of many organizations. Self-managing teams are based on trust and empowerment, on treating workers as responsible adults. (SK)