EDGE is a flexible group technique that enables participants to express, explain, exchange, and encapsulate their suggestions for creating their corporation's competitive edge. EDGE has two important outcomes: participants become more comfortable with each other and with problem solving, and they acquire small group skills. (JOW)

This article analyzes the unique set of interacting factors that make burnout likely in social services and describes a management development strategy for addressing the problem through training and through the creation of a climate for learning and growth. (JOW)

Draws attention to problems for public relations theory and practice which arise from considerations of the vantage point of the public relations practitioner. Questions whether practitioners can actually develop the perspective they claim to offer. (MS)

The author states that many career development programs lack strategic attention to one or more system components in the model composed of content, process, and structure. He discusses how to fit career development activities into a model that addresses each component. (CH)

Role analysis is a powerful yet simple organizational development technique. When expectations are clarified, individual team members can become more effective and efficient. Then, synergy occurs and the whole team becomes more effective. (JOW)

The use of issues management as an organizational process and its relationship to the more comprehensive notion of strategic planning are discussed, and its application to the establishment of a new school of communications at Penn State examined. (MSE)

Presents highlights of the National Association of College Admission Counselors' first 50 years. (ABB)

Combining a phyletic approach based on history and current organizational theory and a phenetic approach through a national sample of institutions and multivariate analysis, a structural taxonomy was developed. Autonomy and centralization of decision making and participation and formalization of procedures were common to both approaches.…

A comparative case study analysis of organizational genesis shows three findings: (1) the greater the density of similar organizations, the greater the capacity to generate resources; (2) the greater the density of similar organizations, the greater the legitimacy of resource claims; and (3) the greater the density of similar organizations, the…

This article explores the relationships between kinds of evaluations, analytic methods, and interpersonal processes and the acceptance of recommendations by decision makers. Detailed typologies based on a review of the literature provide the basis for quantitatively testing concepts about the utilization of evaluations against empirical data.…

This paper suggests an approach which combines ideas about coalitions of power in managerial organizations with a soundly based technology of management development intervention. (Author/SSH)

Organization development may be a tool as requisite to the development director as the ultra-brite smile. How can a development effort use methods from this emerging discipline to be more effective? In four areas: planning, teamwork, human needs, and commitment. (Author)

This document describes the many benefits that arise when educators work together as a team to solve problems and share decisions. Although not a quick fix for problems in education, a team-oriented culture helps people feel better about themselves and their efforts, encouraging staff at various levels in the school district to work together for…

This book shows how the results of needs assessments can be transformed into action plans for an organization and discusses the procedures for facilitating that change. The book also contains a detailed glossary of needs assessment terms. The chapters are: (1) "The Need"; (2) "The Three Phases of Needs Assessment: A Closer Look"; (3) "Data-Related…

This article explores the barriers to successful implementation of organizational strategy. Drawing from the few key research works available, this article distills a list of core reasons for organizational strategy implementation failure and suggests several roles for Human Resource Development (HRD) professionals in addressing these barriers to…