In interviews, nine managers and nine trainers in health care organizations were asked about organizational changes and causal attributions. Differences appeared in manager and trainer attributions. Judgments were often made with very limited data and there was a lack of communication between trainers and managers. (SK)

The Informed Shared Decision-Making project focused on overcoming physician resistance to continuing education and developing allies for change among stakeholders and opinion leaders. Strategies included substantive incorporation of continuing medical education into the medical education continuum and involvement of patients in planning and…

Postmodern organizations are driven by a new set of expectations. Organizational development increasingly involves interventions based on human resource development and learning organizations. Line managers are expected to be change agents who are aware of the external environment and know how to realign internal characteristics to adjust to…

Outlines the development of partnerships across three employment-related government ministries, in a context of organizational restructuring and downsizing. Describes a consultation process regarding effective collaboration to assess unemployed clients' employability needs. In meetings, the workers developed a process that involved the cooperation…

Article discusses the rationale for policy interest in career development services and how this is being strengthened by the current transformations in work and career climates. Explores the potential roles of public policy in relation to career development services. Discusses the range of policy issues related to making career development…

Explores current influences on educational managers' work, lightheartedly adopting the language of phenomenology and describing the "cult" of two gods of mismanagement. Discusses these gods in terms of their myths, practices, main adherents, structures, beliefs, and spiritualities, evaluating how these characteristics afflict management practice.…

Defines and discusses innovation in organizations and considers roles that information professionals can play in encouraging and supporting innovation in their organizations. Highlights include understanding future possibilities; contributing to strategy development; distilling information to create added value; developing partnerships; organizing…

Asserts that current changes in Latin American higher education cannot be examined in isolation from larger political and economic changes in the region, which are in turn related to the dynamics of globalization and the rise of neoliberalism. Explores the context of university change and the main features of university restructuring. (EV)

Describes the reaction of Northeastern University when it was surprised by a major decrease in enrollment. Discusses the change process, including the involvement of the board, faculty, staff, and students. Describes major improvements that evolved from the crisis and how the involvement of all university segments made a difference as the…

Describes adoption of an entrepreneurial approach by South Africa's University of the Free State. Analyzes how three imperatives for change--the entrepreneurial approach, nurturing the academic heartland, and transforming in response to sociopolitical changes--are proving to be uneasy bedfellows, giving rise to unexpected polarities and tensions.…

Developed elements of a transformational change framework through case studies of 6 institutions over a 4-year period. Three key findings were: (1) five core strategies for transformational change; (2) the characteristic that makes them essential: sensemaking; and (3) the interrelationship among core and secondary strategies, the nonlinear process…

Discusses why expanding to compete with public institutions makes no economic sense for small private colleges and may lower their rankings in the national collegiate pecking order. (EV)

Considers the new roles of librarians that have evolved from changes in technology. Discusses new job titles for librarians; changes in bibliographic instruction; training the trainers; virtual branch libraries; teamwork and collaboration; changes in organizational structures; and outsourcing options. (LRW)

This study questioned progress in the shift from training to performance. A survey administered to 62 training and performance professionals queried respondents about concepts relevant to performance: analysis, solution systems, cross-functionality, customer and collegial expectations, and shared knowledge. Overall, results showed that…

Discussion of organizational change and performance improvement programs focuses on 10 guidelines for developing successful implementation plans. Highlights include defining a vision and mission; cultural considerations; forming a team; contingency plans; communication; employee education; monitoring mechanisms; and rewarding and recognizing…