Presents a model for changing human and organizational behavior. Highlights include behavioral dynamics; expectations; alignment; organizational structure; organizational culture; individual skills and training; leadership; management systems; developing corporate-level goals; communicating goals to the organization; and developing employee goals.…

A nursing school's faculty investment model, which included strategic planning, benchmarking, continuous quality improvement, and management by objectives, was developed through goal determination, market understanding, and resource allocation. It achieved 10% labor savings, 3% revenue enhancement, and a human capital pool equal to 12% full-time…

Provides a critical ethnographic account of how members of a small design company experienced a work environment riddled with ambiguous communication. States that although management's objective in providing vague goals was to spark creative freedom, employees experienced the environment as paradoxical and constraining. Contends that interplay of…

Discussion of in-house Web site development by organizations focuses on an informal development model synthesized from a review of development case studies and published Web research literature. Integrates a review of information gathering and usability methods, and discusses the importance of understanding user and information provider needs.…

Examines England's City Learning Centres (CLC) component of the Excellence in Cities initiative aimed at driving up standards in inner city schools. CLC objectives, business involvement in the CLC initiative, funding, and technical guidelines in CLC development are discussed. (GR)

Examines the concept of human capital, including how it is linked to strategic analysis and how it relates to four alternative models for return-on-investment (ROI). Discusses how to choose the best model for ROI justification of training or other human performance technology (HPT) interventions. (AEF)

Companies are scrutinizing resources they allocate to performance programs and are asking questions like: "What is the value?" and "How do you know?" This article advocates for an increased focus on the return on expectations (ROE) via evidence of the three Cs: consensus, correspondence, and consistency. (Author/AEF)

Discussion of the balanced scorecard (BSC) as a performance management tool focuses on common mistakes and problems with implementing it. Topics include the need for intraorganizational communication and collaboration; strategic thinking; organizational goals; purposes of measurements; individual accountability; and setting priorities. (LRW)

Discusses the steps to ensure that assessment leads to genuine improvement: (1) agreeing on goals based on recognized standards; (2) establishing yearly objectives that help meet those goals; (3) developing a formal method for reporting the attainment of those objectives; and (4) using the assessment of the program as a part of the media…

Describes Provant's effort to develop greater synergy and productivity among its operating companies through a comprehensive strategy of knowledge management that supports organizational goals and objectives. Areas addressed include objectives and challenges; requirements gathering; research on tools and technology; demos of tools; and lessons…

Children's museums have been increasing rapidly since their beginnings in the nineteenth century, and especially so in the past 30 years. This article is based on my observations of 30 children's museums in Europe, North America, South America and the Middle East and the article briefly discusses the history and development of children's museums,…

The purpose of this study was to identify selected factors related to annual fundraising program contributions at National Collegiate Athletic Association (NCAA) Division I-A (D I-A) institutions and develop an equation for estimating an annual fund-raising goal. Based on a review of the literature, 15 potential predictor variables were selected…

In this article the authors address several important areas that combine to illuminate the portfolio as performance, index, and design. They provide an in-depth look at the conceptual foundation and selected functional implications of portfolios. Accordingly, the foundations laid here may serve as a basis for further development and application to…

The search for more flexibility in financial management of public universities demands adjustments in budgeting strategies. International studies on this topic recommend wider financial autonomy for management units, the use of budgeting models based on performance, the implementation of formula systems for the determination of financial needs of…

A conceptual model is presented that depicts the relationship between an internal marketing function and an organization's readiness to learn. Learning and marketing orientations are identified as components to marketing strategy making. Key organizational functions, including communication and decision-making, are utilized in a framework for…