Provides background information on the benefits of mentoring for proteges, mentors, and organizations; the increasing prevalence of mentoring; forms of relationships; and further research needs. Contains 64 references. (SK)

Information technology is not enough without knowledge management. People who oversee and support knowledge management are essential. The move to knowledge management systems may eclipse training and development unless trainers help people learn about learning and about sharing their knowledge. (JOW)

Discusses organizations' use of quality improvement teams in total quality management and how they can benefit from training team personnel in how to select projects with a low risk of stalling. Describes an efficient written assessment test of project selection ability designed for those who conduct evaluations of training sessions. (Author/LRW)

Although organizations are attempting to harness emotional intelligence, social constructivist and psychoanalytic perspectives suggest that this is problematic. Emotions deriving from deep unconscious sources (e.g., anxiety) may be impervious to learning. (Contains 33 references.) (SK)

Using the Continuous Improvement for Global Innovation Management model, organizational learning in a multinational corporation was investigated. Barriers included time pressures, cultural differences, and inflexible hierarchy. Units with different operational foci emphasized different types of learning. Participants represented different…

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

This special supplement discusses the six major models for strategic planning, how to choose a strategy and apply it to an organization, how to begin participating in the strategic process, and how to influence the strategic process. (JOW)

This second article in a three-part series on strategic planning offers insight on the planning process itself. Discusses identifying long-term and short-term missions, and developing the strategic plan. (DGM)

Discusses the links between counseling and organization development, drawing from personal consulting experience with organizations in both the private and public spheres. Outlines the structure and aims of the symposium. (JPS)

Addresses questions related to team building: Are teams appropriate for the situation? What kind of team is most relevant? What practical steps will develop and sustain effective teamwork? Looks at needs of four kinds of teams ranging from informal to formal, temporary to permanent: project, work, alliance, and network. (SK)

A model of organizational learning includes information acquisition, information distribution/interpretation, meaning making, organizational memory, and information retrieval. Human resource development professionals have techniques for increasing competence in individuals, but they must also do so for organizations. (SK)

George Wilkinson, who has managed planning for United Way of America since 1980, observes that local planners using strategic planning raise more money and solve more community problems than those without such a process. Marketing is identical to strategic planning; both involve looking at an organization, doing and analysis, examining the future,…

Adapted existing management model of organizational growth to student affairs professional associations. Assessed adequacy of that model, the Maturation Model for Professional Associations (MMPA), by using expert panel. Experts believed the MMPA maturation variables seemed to be logical and accurate boundaries for measuring areas of organizational…

Human resource practitioners must be able to conduct needs analyses that accurately assess their organizations' performance needs, so that training can be made relevant to employees' jobs and organizational business goals. One way to meet that challenge is to use the Performance Analysis for Training Model. (Author)

Career anchors of 374 British employees were identified using Schein's questionnaire. Age, gender, and length of service had no significant effect on distribution of anchors. Job level had some relationship. The information could be used to determine appropriate career-development strategies. (SK)