The Outcomes Driven Developmental Model, the centerpiece of the National Center for Outcome Based Education, is the only system of total organizational change operating in schools today. The National Center is committed to educational success for every child through creating school environments empowering every individual to achieve excellence.…

This special report includes four articles arising from the American Society for Training and Development's symposium, "Approaches to Change in Organizations": "Taking Charge of of Change" (Steinburg); "Five Views of Change" (Conner et al.); "Breakpoint Change" (Land, Jarman); and "Approaches to Change" (Kotler). (JOW)

Transforming the school as an organization requires change in all its components. More important, transformation connects the technical components with the human elements to create fundamental changes in the ways people perceive, think, and behave. With the community, a Wisconsin school board adopted a school district value statement to be used as…

Cautions that, taken to its logical extreme, economic theory ignores the importance of implementation, implies lack of choice in organization decision making, and makes the organization a nonentity. Outlines the fundamental differences between behavioral and economic approaches to business policy. (63 references) (MLF)

Using two case studies, this article amends Gouldner's findings about the effects of executive succession on bureaucracy in three ways. First, introducing an outside chief executive can lead to increased professionalism instead of increased bureaucracy. Also, superintendents cannot unilaterally determine the outcomes of change. Formal structural…

The ability to understand and respond to the human dimension of change is ultimately the determining factor in implementing and sustaining successful change.The effective change agent also understands the difference between implementation and maintenance of innovation. The experience of King's College (Pennsylvania) is an example of successfully…

When governing boards address problems piecemeal and develop present-tense solutions, it is thinking operationally, not strategically. A shift to strategic planning involves analyzing the board's use of meeting time, asking bold questions about the institution's purpose, and committing to change. A well-planned retreat can begin the changeover.…

Reviews status of and climate for women in higher education today and presents case for creating strong, carefully constructed and integrated institutional network of women's committees as one way to foster institutional change and create more diverse and responsive educational and work environments which actively support, nurture, and empower…

Challenges common to businesses and universities include the following: (1) improving customer satisfaction; (2) broadening the skills of employees and students; and (3) achieving consistency of goals and reward structures. (Author)

Review of Information Age literature found not enough evidence that information industries will reenergize economies or provide high-quality jobs. Virtual organizations are hard to identify. Women do the bulk of low-skill, low-paying telework jobs, reinforcing sex roles and class divisions. Remote workers are often vulnerable and cut off from…

Makes recommendations for providing better services to people with developmental disabilities, including clarifying the support that people with developmental disabilities need and providing that support; making a fundamental shift toward community based programs; eliminating rigid and complex rules; creating the future; and making a commitment to…

Based on the author's experience with the Atlas Community Project, this article identifies six different types of knowledge needed to mount a comprehensive reform effort: technical, resource, local, process, strategic, and organizational. Efforts to promote comprehensive changes do not necessarily make the reform processes markedly more successful…

Compares definitions and core elements of learning organizations promulgated by Peter Senge, Victoria Marsick and Karen Watkins, Nancy Dixon, Michael Marquardt, Mike Pedler, and others. Discusses leadership implications and the need for employees to create a new learning infrastructure incorporating new leaders, critical thinking, and envisioning.…

Changes in society, work, and employment relationships require reconceptualization of career development. New models for portfolio/contract organizations will enable management to focus on core competencies and matching of skill portfolios with contract requirements. (SK)

Discusses trends in outsourcing, provision of goods and services to an organization that were previously delivered in house. Addresses outsourcing in the public sector, advantages and disadvantages, implications for human resource development, and the shift to the new "psychological contract" between employers and employees. (Contains…