Outlines the 1981 legislative objectives and activities of the New Jersey Education Association for all areas of child and teacher welfare and educational legislation. Specific state bills and some federal objectives are cited. A directory of New Jersey legislators is appended. (SJL)

Proposes locally-generated service-learning networks which will allow disadvantaged communities both to capitalize on existing resources and to develop new vehicles for education. Condensed from "Synergist," Winter 1981, pp38-41. (Author/SJL)

Urges community services planners to focus programs on critical human needs, such as literacy, and to think of the community as an extended family, pooling its resources to meet its members' basic needs. Suggests that community services be viewed as a gift without immediate demand for reciprocity. (AYC)

Discusses the need to shift from the old models for organizational development to the new methods of quality management and continuous improvement, visions and visioning, and strategic planning, despite inappropriate criticisms they receive. (AEF)

Presents methods to gain management support for information resource center projects. Topics include: expressing expected results; and understanding the project in terms of business and organizational objectives, competitors' actions, internal needs, external conditions, customer needs, vendor support, and colleagues' experiences. (LRW)

Discusses the selection of the name for the Council for Exceptional Children's Division on Career Development and its name change to Division on Career Development and Transition. Describes the impetus for the addition of "transition," issues surrounding the name change, and the impact of the change. (CR)

Describes the ways in which two community college presidents used framing to aid campus sense-making. Defines framing as the choice of one set of meanings over another, and sense-making as the process by which individuals interpret changes around them. Reports that the presidents chose frames that drove campus goals and subsequent strategies to…

Describes a successful strategic planning process at a large community college, which linked the analytic inputs of research with the authority and intuition of leaders. Reports key factors attributed to the process' success, including a collegial and organized structure, detailed project management plans, and confidence in the environmental scan.…

The interactive approach is recommended for strategic planning of long-range development of colleges with enrollments of less than 2500 students. Discussed are how to conduct environmental and competitor analyses; how to develop an organizational mission statement and institutional goals; and the evolution of leadership through the strategic…

Argues that the security of automated information systems must be made a management priority and effectively supported. The steps needed to achieve this objective are outlined in the areas of information resources management planning, budgeting and costing, directing, organizing, training, and controlling. A list of suggested readings is provided.…

The thinking, or "strategy," that underlies presidential behavior was examined. Presidential strategy has become more complex and it focuses more on shaping organizational members' perceptions and attitudes. Changes in presidential strategy may result from changes in the environment or in the presidents themselves as they learn on the…

Describes IBM's programatic research effort to find out whether new, internally developed training technologies increased knowledge and retention. (JOW)

Discussion of the future of educational technology focuses on an organizational analysis of the scenarios presented in the articles in this issue. Categories of organizational dynamics include the environment; goals, including values and objectives; structures, including authority and finance; methods, or technologies; and personnel issues,…

Discusses the management and evaluation of diversity in the workforce and emphasizes the need to link diversity issues with organizational goals and performance needs. Differences between a "quick fix" and systematic action are examined; distinctions between a program and a process are explained; and measuring results of diversity…

Objectives of the National Task Force on Folk Arts in Education include enhancing the visibility of folklore, forging effective partnerships with educators, and increasing funding for integrating folk arts in education. Folklore links students and schools to their communities, contributes to understanding of cultural diversity, and provides…