Proposes a model for communicating change about diversity using a workplace-readiness approach. Discusses ways organizational change agents can assess the company's current interpersonal and social dynamics, use appropriate influence strategies, and create effective messages that will appeal to employees and help to achieve the desired acceptance…

Offers planning advice to colleges and universities considering restructuring their operations to contain costs and/or improve faculty and student services, based on the experience of Bowdoin College (Maine) and a survey of other institutions undergoing similar change. Outlines eleven basic principles for creating both a supportive context and a…

Canadian business graduates (n=217) rated items related to old and new career and organizational realities. Respondents who were older and had higher incomes and longer tenure were more likely to endorse the new career "rules." Those who did had more job satisfaction, more optimistic future prospects, and less intention to quit. (SK)

Provides three responses regarding an article, "Choosing Our Futures": (1) disagrees with how much and how fast change in academic libraries should be made, arguing that reorientation not revolution is needed; (2) sees it as a foundation for dialog and action; and (3) notes the article's lack of supporting research, questions its vague…

Changes in the library profession have increased the level of job-related stress. Describes a public librarian's efforts to deal with employee stress; discusses symptoms of stress and assessing levels of stress; ranks stress factors in order of severity; describes the action plan; and lists management techniques to minimize stress. (PEN)

Empowered technology teams can help realize the financial investment of schools in technology. Teams foster communities of technology users and give teachers and staff opportunities for leadership. A transformational leadership style is essential to the building of a human infrastructure that will use the technological infrastructure. (KS)

Changes in societies, markets, customers, competition, and technology are forcing organizations to clarify their values, develop new strategies, and learn new ways of operating. The adaptive demands of contemporary life require leaders who take responsibility without waiting for revelation or request. (Author/JOW)

Revisions to nursing job descriptions in a hospital necessitated a leadership development program focused on reflective practice and clinical supervision. Nurses surveyed recognized improved performance in their supervisors in leadership skills and understanding of the role of senior clinical nurse. (SK)

Customer service centers, call centers, engineering, and research and development divisions of a British telecommunications firm were examined to determine the effect of technological change on the development of competencies. Technology had different impacts on employment, career paths, skills, and competence development in different areas.…

Examines how temporality influences the phenomena of organizational change associated with the implementation of enterprise-wide information systems. Presents an example of temporal issues and organizational change in a university setting and suggests how a temporal perspective provides insight into both the social and technical aspects of the…

Discusses the need for organizational change in academic research libraries, based on a study of a small group of libraries that had experienced varying degrees of restructuring and had analyzed factors that energized change. Highlights include organizational flexibility, external or client-centered orientation, staff empowerment, and improving…

Management development programs should be considered a way to reenergize organizations. Their effectiveness should be measured by managers' intention to use new knowledge. Barriers to new actions should be minimized and the practice of new actions/skills reinforced so they become continuous and long term. (SK)

The Ford factory in Cologne, Germany, uses a variety of flexible learning methods to enable unskilled and semiskilled workers to acquire vocational qualifications. Methods include tutorials, simulations, micro worlds, and hypermedia databases. (SK)

U.S. employers' use of numerical and functional flexibility has created a division between organizational insiders (core) and outsiders (periphery). The latter have nonstandard work arrangements, the consequences of which differ depending on workers' degree of control over skills, autonomy, and transferability. (Contains 39 references.)

Review of organizational history, interviews with 36 human resources staff, and 110 employee survey responses in an investment bank examined the extent to which external hiring and collapsed career ladders affected careers. The mixture of entry- and midlevel hiring, career progression, and two different midlevel labor markets contradicted…