New ways of working affect career choices as follows: a career is a series of roles, not steps; project management is a key skill; project roles can be performed by insiders or outsiders; careers are made in markets, not hierarchies; and the fundamental career choice is not among companies but between specializing and generalizing. (SK)

Women will not make significant advances until the focus shifts from gender awareness to multicultural awareness. Management development must shift from assuming that white women are normative professional models to an inclusive perspective that recognizes women's diversity. (SK)

While a "lame duck" college president may have diminished authority, he may also enjoy an unusual opportunity to move the institution forward. Outgoing presidents who pursue a substantive agenda during their final months can calm fears and second-guessing, preserve institutional momentum, and conclude their term with the satisfaction of a job well…

Barriers to creating learning organizations include inability to change mental models, learned helplessness, truncated learning, individualism, culture of disrespect and fear, entrenched bureaucracy, part-time/temporary workforce, and diversity issues. Nevertheless, the learning organization is a sustainable vision for human resource development.…

Restructuring, downsizing, small business growth, and changing employment opportunities necessitate reexamination of business curricula. A cross-functional curriculum should provide a general education foundation, a common body of business knowledge, and business specializations relevant to tomorrow's workplace. (SK)

Responses from 367 small businesses were used to formulate a four-step process audit: (1) business owner questionnaire; (2) interviews with owners and key personnel; (3) intensive observation; and (4) presentation of a detailed report. The process identifies areas of effectiveness/success and areas needing immediate or long-term action. (SK)

Effectiveness of organizational training and development (T&D) hinges on three factors: (1) relationship of T&D to the organizational culture; (2) management practices that cause training to flourish or fail; and (3) extent of awareness that T&D should be integrated into strategic planning processes. (SK)

Examines organizational symbolism that is reflected in corporate discourse. Describes types of symbols and the functions symbols serve over time. Demonstrates how symbolic analysis can provide a better understanding of, and make contributions to, existing research on organizational concepts such as organizational change, leadership, and…

Three key principles for ensuring employee support of organizational change are management empathy with subordinates, effective communication, and participative management. (SK)

Using a British community college program as an example, this article describes how change may occur in loosely coupled systems. According to Weick, change in loosely coupled systems is continuous, small-scale, improvisational, accommodative, and local. If major change is necessary, tighter coupling may be achieved through training contracts,…

Chaos theory, which suggests chaotic looking behavior may manifest order in patterns visible from a distance and emphasizes dynamics of connection and bonds, has useful applications in understanding dynamic organization such as the university, which requires constant change and diversity. It can provide leaders with philosophy of practical…

Teams avoid pitfalls of hierarchies but have their own drawbacks related to five categories: leadership, accountability, the nature of the task, multiskilling, and human imperfection. Instead of being viewed as a panacea, teams should be recognized as another way of organizing human beings to get the job done. (JOW)

Used correctly, teams can increase productivity, raise morale, and spur innovation. Tips for effective teams include using the right team to do the right job, creating a hierarchy of teams, building an atmosphere of trust, and addressing interpersonal issues. (SK)

Responses from 85 of 250 deans/directors of nontraditional higher education programs identified current challenges: organizational restructuring, mainstreaming of adult students, lack of adult financial aid, long-term program funding. Nontraditional education should be represented not as an alternative but as a fundamental component of higher…

Presents the fundamentals of the Americans with Disabilities Act for university continuing education in terms of determining disability, physical accessibility, and limitations on accommodation. Recommends evaluation of employment policies, student programs and services, and facilities. (SK)