Case study research and a literature review suggest that formation of new learning communities is a strategy being used to meet demand for electronic learning products such as CD-ROMs and web-based learning tools. Companies, external experts, clients, and learners are the constituents of the learning community that must converge to create…

The United States needs a skilled, productive work force. The science of human performance technology can be applied to the establishment of performance improvement systems in organizations. (Author)

Argues that issues management is a robust contribution to the public relations discipline. Offers additional rationale for empowering public relations practitioners by involving them in strategic planning, making them responsible for issue scanning and monitoring, integrating their advice into standards of corporate social responsibility, and…

Compares and contrasts the current development of needs analysis and needs assessment through a review of the literature, and offers recommendations designed to restore systems thinking to front-end analysis in organizational and instructional development. The roles of needs assessment and needs analysis in a performance technology model are…

Madzar reviews literature on feedback seeking in organizations, examining motivation, contextual influences, barriers, and particular feedback-seeking behavior of newcomers and groups. Morrison comments on some misrepresentations and confusions in the literature review. (SK)

Wisconsin Power and Light used results of an employee survey on cultural diversity to develop a training program based on increasing awareness of the significance of being able to work together. At workshops, employees identify specific individual actions they are responsible for and formulate work-group ground rules that respect diversity. (SK)

Argues that there is a vital case to be made for the development of counseling strategies aimed at encouraging and assisting self-reflective practice among organizational participants. Outlines a number of strategies and potential strategies for reaching people in the workplace. (JPS)

Surveys literature on organizational moral development and describes research methodology employed, summarizes research findings, and examines career implications for human resource professionals. Contends that institutionalizing an ethics program can impact favorably on both the organization and the career of the implementing human resource…

Discusses a process of total quality management (TQM) that will help define objectives, develop criteria for measuring accomplishments, and identify what has to be done to get an organization from where it is to where it wants to be. Explains the characteristics of a good TQM needs assessment. (JOW)

Employee involvement (EI) activities were established by management to create more meaningful work for employees and to make companies more competitive. What is missing is a clear method to link the problems of an organization with the appropriate EI activity. (JOW)

Senge states that knowledge-based organizations require distributed leadership based on philosophy, attitudes and beliefs, skills and capabilities, and tools (artifacts). McLagan replies that his assertions require deeper, more soulful reflection to bring the concept to life. (SK)

This brief guide to total quality management (TQM) includes definitions, a review of the history of the concept, profiles of five principle experts, and a discussion of TQM jargon. (SK)

Institutionalizing a vision for diversity should include (1) commitment to serving students' perceived needs; (2) seeing through the lens of others' experiences; (3) moral leadership from teachers; (4) a sufficient pool of support and goodwill; and (5) focus on students first. (SK)

Regardless of their content, employee-development activities can engender common interests or mutuality with benefits to employer and employee. They promote lifelong learning, flexibility, increased motivation, commitment, loyalty, and hence effectiveness. (SK)

Survey of 25 British civil engineering firms revealed informal and unstructured learning systems, limiting designers' opportunity to gain feedback about their designs. A more systematic learning culture was recommended for project-based industries such as construction. (SK)