Summarizes the applied organizational change literature on the elements/factors most often related to successful implementation of change programs and relates these findings to a prescriptive framework of changing. Strategic, manipulable, managerial change levers are discussed. (Author)

Notes six phenomena occurring in today's offices that will necessitate the office of the future. Describes the office of the future and outlines its characteristics and characteristics needed by future office employees. (SH)

Describes ways in which a high school newspaper reorganized its approach to designing advertising layouts and selling advertising space. The new approach includes the use of "unitized" page samples to show to advertisers and the preparation of advertising packets for use by staff members in selling ads. (GW)

Discusses year-round education (YRE) as a voluntary philosophical orientation within school districts. Presents a group of common organizational patterns that schools throughout the nation have successfully developed when implementing voluntary YRE programs. Includes discussion of the academic and scheduling benefits of YRE programs. (MD)

With funding from the National Library of Medicine, the University of Maryland at Baltimore instituted a formal strategic planning process for an integrated academic information management system. A general model for organizational change is applied to the situation, with references to the literature on systems models and formal planning. (MLW)

A cluster elementary school was formed when six schools in Washington, D.C., were in danger of closing. Spearheaded by the PTA, teachers, and administrators, this reorganization increased enrollments, improved the quality and diversity of education, and offered more educational choices to parents. It increased the social integration of the school.…

Interviews with the heads of planning units in four Mexican universities at different stages of organizational development in 1982 and 1983 provided data for research on the relationship between organizational structure and adaptive performance. The findings suggested that universities that reorganize have better opportunities to adapt to external…

Presents overview of four discussion groups' reactions to White's "Critical Issue Paper 3: Human Resource Development: The Future Through People." Topics discussed include personal leadership style and changes in the mental health field; changing health care and implications for administrators; intraorganizational focus, leader role, and processes…

Four leading educators respond to 10 questions about the redesign of standards of the National Council for Accreditation of Teacher Education that will alter that organization and thus affect teacher preparation and practice. (IW)

To overcome adversity in higher education's newly competitive world, colleges will need (1) clear purpose; (2) courageous leadership, with the abilities to plan, innovate, take risks, and inspire; and (3) a measure of good fortune. (Author/MSE)

The "death" of an institutional identity through college closing or merger, the removal of a distinctive entity from the educational system, represents financial gains and losses but also has educational and human costs that are still unknown or unacknowledged. (MSE)

The change masters are identified as corporate managers who have the resources and the vision to effect an economic renaissance in the United States. Strategies for change should emphasize horizontal as well as vertical communication, and should reward enterprise and innovation at all levels. (JB)

Approaches to policymaking and implementation during Great Britain's reforms of the colleges of education in the 1970s are discussed, along with their implications for higher education in the future, based on a recent study, are discussed. (MSE)

College deans could lose authority and flexibility if they are excluded further from the collective bargaining process but required to perform more managerial tasks as a result of contract administration needs. (MSE)

Trends in academic staffing in British higher education, especially in universities and polytechnics, are examined, along with major staffing issues facing employing authorities and academic staff in the short term. Implications for employee relations in a period of institutional change and resources constraint are considered. (MSE)