Distinguishes between organizational development (OD) and therapy. OD is defined as a mechanism for problem solving in complex socio-technical systems. Describes possible drawbacks and advantages of the OD process. Provides examples of how OD has helped managers and non-managers work together. (CSS)

A set of key variables the change interventionist might use to improve institutional performance is proposed, and change controlling elements of colleges are identified and discussed. (Author/JEG)

A typology of work groups is created and the impact of five organizational development interventions on types of work groups is compared to determine the positive and negative effects. Interventions have differential effects on the various work group types. (Author/IRT)

This paper presents a discontinuous analysis of organizational development and the part played by administrative capacity considered as a summation of individual attributes. Based on 20 years' study of one kibbutz, it is suggested that there are qualitatively different levels of demand for administrative capacity. (Author/MLF)

The "web of work" is made up of 12 basic human needs: home/shelter, family/kinship, learning, community, spirituality, social relationships, leisure, economic security, transportation/mobility, health, work/career, and environment/safety. Understanding it can contribute to stability, security, and appreciation that work is not only a job but a…

"High flyer" or "fast-track" approaches are mainly instrumental for individual career development. A management development approach that emphasizes the match between personal growth and organizational learning contributes more directly to organizational competence, learning, and change. (SK)

Downsizing or brain drain may damage the learning capacity of organizations. A case study of an aerospace manufacturing firm shows that appropriate strategies to analyze the impact on formal and informal learning networks may help manage or minimize the damage. (Contains 55 references.) (SK)

Discusses human performance technology models for describing and understanding factors involved in day-to-day functioning of employees and then to develop specific remedial interventions as needed, and contrasts it to an organizational performance system perspective used to design an organization before employees are even hired to prevent bad…

Observation of 12 outstanding service-sector leaders showed how they use theories of employee learning to guide collection of information that they use to achieve the intellectual transformation of the work force. Notes that their success also depends on their ability to motivate and raise employee self-confidence. (SK)

A survey of 56 small/medium-sized Irish enterprises showed that 46% were highly proficient in electronic commerce, 42% were at the basic level. Media pressure significantly influenced adoption. In 40% of firms, owner-managers were the driving force. E-commerce was not yet business critical and relevant training was not yet a comprehensive…

Organizational and workplace changes are altering the work of trainers and consequently their professional development needs. Training and development professionals need a foundation in training design and delivery with the ability to incorporate multiple perspectives, delivery systems, and locations and to be responsive to change. (SK)

The functioning of learning organizations may be affected by power issues such as managerial control of learning agendas and objectives and supervisor-supervisee relationships. Organizations committed to transformative learning must allow development of critical reflection and action inquiry and seek to uncover hidden power relations. (Contains 25…

Traces the evolution of the corporate university, which combines traditional management tools with new learning process models, bridging strategic theory and real-time learning. Advocates the need for movement away from traditional cognitive paradigms, suggesting the use of image simulations and metamanagement thinking. (SK)

Defines appreciative inquiry as a change model that uses traditional organizational development processes (team building, strategic planning, business process redesign, management audits) in a new way, both as a philosophy and as a process. Emphasizes collaboration, participation of all voices, and changing the organization rather than the people.…