Defines program implementation and discusses its implications. Describes eight components of effective program implementation which fall under four broad categories: (1) communication; (2) involvement; (3) evaluation; (4) commitment. Shows how these components can be linked directly to the six steps of traditional analytic problem-solving. (AEF)

Business schools that continually assess the value of their programs and develop mechanisms and mindsets to accommodate continuous change will have the best chances for long-term survival. A shared strategic vision among internal and external constituents is recommended. (SK)

Presents thinking from the Project on the Future of Higher Education on the economic climate for higher education and the possibilities of a transformative, rather than "muddling through," approach to offering a hopeful future for the quality of faculty work life and for meaningful student learning. (EV)

Explores the strategic planning process of the University of Paisley, Scotland, through three key issues: (1) university managers' understanding of the complexity of their own environment; (2) adoption of loosely connected strategies; and (3) an overriding concern for continued viability, using strategic perspective as a foundation for action. (SK)

Identifies five strategies for reestablishing meaning and control and proposes that the use of these strategies requires cognitive work, the ability to change views, and flexibility in goal identification. Explores some of the blockades to finding meaning and control, such as situational factors and rigidity in world views and beliefs. (RJM)

Describes the implementation of total asset management (TAM) at the University of Tasmania to better link physical resources management with the university's strategic planning. Discusses TAM's principles, objectives, and future direction. (EV)

Explains executive coaching, which is traditionally focused on individual executives, and how it can help align individual development with an organization's strategic goals. Describes a counseling model of identifying an individual's goals, challenges, and development needs and then helping him or her gain insight on how to address these needs.…

Colleges and universities generally advertise themselves poorly because of improper planning, resistance, inexperience, and lack of marketing plan. Components of effective advertising include an appropriate and strategic plan, correct choice of planner, coordination with other marketing efforts, contingency planning, and follow-up activities. (MSE)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…

A mini-pilot test was conducted by the Department of Labor's Employment Standards Administration to develop training on enforcing the Federal Family and Medical Leave Act. The situation that necessitated the test is presented; mini-pilot test examples are explained; and pros and cons of the mini-pilots are examined. A sidebar contains suggestions…

Discussion of quality management and approaches to organizational success focuses on benchmarking and the integration of other approaches including strategic planning, ideal visions, and reengineering. Topics include performance improvement; decision making; internal benchmarking; and quality targets for the organization, clients, and societal…

Reviews activities of the Association for Educational Communications and Technology (AECT) during the past year, including strategic planning for the future; seeking new alliances with other professional organizations; promoting the profession as well as educational communication and technology; and communication within AECT. (LRW)

Describes the development of institutional effectiveness indicators as well as a multi-step organizational planning process at Central Arizona College. Reviews five key areas targeted for analysis: organizational renewal and learning, leadership, governance, cultural transformation, and institutional efficiency. (JDI)

Reviews a number of strategic plans and the goals and objectives normally assigned to distance education, and distinguishes the terms used in strategic thinking about distance education. Examines assumptions about adopting distance delivery of education and training by looking at distance education not as an objective, but as a strategy.…

Draws on U.S. and international research to analyze the models, strategies, and processes used in implementing and sustaining educational reforms and innovations at the classroom level. There are some promising directions: a trend away from a macro policy focus to examining building- and classroom-level innovations, a shift from innovation…