Examines trends in voluntary and involuntary part-time employment, the disappearing "job," competitive international pressures, and new job skill requirements. (SK)

Public confidence in the schools and educators can be restored through the thoughtful, appropriate application of systems thinking. This process requires the destruction of traditional power structures to create vehicles for truly continuous improvement that empowers all stakeholders to create appropriate learning systems. Change happens when…

Proposes that strategic planning is a linear, rational model best suited for managing change under conditions featuring an equilibrium between internal and external environments. Suggests conventional managerial/planning techniques are inadequate for the turbulent 1990s, where many variables are in constant flux. Presents a paradigm change model…

Analyzes public school bureaucracy and ways to reform institutions into learning communities that value shared knowledge and learning experiences. Describes how a bureaucratic organizational structure impairs learning. Proposes the "learning organization" in which adults learn alongside students, planning is decentralized, families are…

Interviews with 38 students, faculty mentors, and administrators involved in programs focused on recruiting/retaining women of color at the University of Minnesota revealed that mentoring is systematically addressing causes of attrition by promoting student/faculty communication, intervening promptly with academic difficulties, and creating a…

Explores how a strategy for systemic reform in higher education institutions must involve faculty innovators and administrative leaders working together. (EV)

A survey of 524 managers identified key practices to improve performance in a changing environment: clarifying roles, goals, and expectations; ongoing performance evaluation, feedback, and coaching; mentoring; challenging assignments; formal career planning; customer contact; cross-training; and 360-degree feedback. (Contains 31 references.) (SK)

Explores whether organizations that purport to advance learning themselves can learn relative to global ecological trends. Asserts that although there is no single formula, organizational learning requires mastery at seven levels. Discusses those seven levels. (EV)

Employs Sporn's (1996) organizational culture typology in developing a framework to assist in understanding the process of internationalization of universities. Drawing from examples, discusses the alignment of internal culture with the internationalization objectives and strategies selected by the institution. Concludes that the framework helps…

Identifies 12 success factors for designing educational programs for organizational transformation. Discusses two prerequisites for the successful implementation of these factors: (1) a true partnership between the client and the education provider and (2) a pivotal role for the course manager. Contains 3 references and 12 additional readings.…

A survey of 584 Australian companies investigated the impact of 5 management practices (total quality management, teamwork, lean production, reengineering, learning organizations) in relation to 8 training practices. New management practices had significant but differing effects on the organization of training: total quality management had the…

Case studies of three Finnish companies (involved in manufacturing, Internet catalogs, and municipal government services) were used to investigate the nature of organizational change. Significant differences among organizational types were apparent in team formation, pay systems, recruitment, and forms of control. Organization differences reflect…

Case studies of South African companies (mining, manufacturing, and telephone call centers) reveal a mix of management strategies that converge with and diverge from past practices. South Africa is attempting to balance the demands of efficiency, employee rights, and racial equity, a challenge that requires overcoming the legacy of the apartheid…

Offers three "unabashedly normative" considerations for translating organizational communication scholarship to practice: identifying a problem, incorporating participant voices, and presenting research to practitioners. Suggests that by engaging in these practices scholars can create alternative organizational stories and in doing so create space…

Integrates literature that addresses implementation approaches and phases with media selection research to provide a descriptive framework for understanding and predicting media use during planned change implementation. Concludes by synthesizing the findings that emerge from the integration of these bodies of literature and describing implications…