Analyzes the strains that result from an intensive community renewal and development project that was accompanied by intensive process-and-outcome evaluation research. The case study, which took place in an Israeli kibbutz, illustrates a dynamic development of an alternative interaction model with split-role differentiation. (Author)

Three intervention schemes for diagnosing management development needs are examined: one for formal management systems, one for management training to accompany such systems, and the third examining different institutional change strategies. The general management development model is derived from research on developing institutions. (MSE)

The present structure of the association is traced through both historical and functional perspectives. The structure, purposes, and services of the ACHA reflect the diversity of college and university health programs as well as geographic, disciplinary, and size-related variables. (JN)

Describes the use of job enrichment techniques as tools for increased productivity and organizational change. The author's motivational work design model changes not only the job design but also structural elements such as physical layout, workflow, and organizational relationships. Behavior change is more important than job enrichment. (MF)

Successful faculty development programs are seen as the result of orchestration by a faculty development coordinator in concert with the college's administration and the faculty. Four faculty development programs with different funding levels, including one with little or no money, are described. (MLW)

After examining how management development and organization theory have developed, the author considers how the two are linked and discusses their place in today's management scenario. Looks at how management development practice has used theories of organizational structure and process, permitting a new form of management appraisal or…

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Describes a self-evaluative and self-sustaining management development program which has resulted in great savings, operations improvements, and organizational change in a very conservative organization. (JEG)

As both advertising and training exist to indoctrinate a certain group and move it to action, five advertising techniques that trainers might use in their work are described and applied to training: culture (organization) building, market planning, promotion, educational techniques, and motivational techniques. (MF)

Presents an exercise to facilitate employee understanding and implementation of planned organizational change, along with techniques to introduce the concept of change into organization development workshops or supervisory training efforts. Describes barriers that stimulate resistance to change and ways to promote acceptance of organizational…

There is mounting evidence that the best way to serve the needs of both educators and of enlightened change is to adopt a highly flexible, interpersonal approach with a bare minimum of preconceptions and organizational props. (MM)

Notes that the new trend in business toward informal learning programs is meeting with success. Suggests alternatives to formalized training and means of implementing these learning techniques. (TA)

The development of organizational and industrial psychology as a profession is discussed within political, economic, and social contexts. The need for a more integrated approach to problems, increased communication between professionals, and clearer definitions of individual roles and expectations is discussed. (RW)

Summarizes practical advice gleaned from setting up a "corporate university." Provides tips for corporate developmental program efforts. (LAS)

The college or university fact book may be the single most important document it publishes, indicating that the institution is open to scrutiny by its many constituents, providing data concerning institutional mission and effectiveness, providing a basis for internal and external evaluation, and reflecting the institution's success or failure in…