An Australian small business survey (n=409, 12% response) and 20 case studies explored owner-managers' learning disposition, resources, and obstacles. The development of a learning culture contributed to growth in small businesses and distinguished between effective and noneffective economic performance. (Contains 36 references.) (SK)

Considers job rotation, the systematic movement of employees from one job to another, as one of the tools for organizational development. Reviews relevant print and Internet literature, discusses the pros and cons of job rotation, and describes experiences at the Ryerson University library to illustrate process. (Author/LRW)

A case study of quality circles in an appliance factory found that circle members and nonmembers obtained better working conditions by improving quality through the direct impact of their work on the company's market position. The study of the quality improvement process shows that workers seek more than psychological rewards for their…

The traditional multinational approach to business strategy and human resource management, as well as the global approach, are not effective in a world no longer insular. A transnational approach requires global strategy and perspective, local responsiveness and flexibility, teamwork, shared responsibility, and empowered and innovative workers.…

Argues that applying persuasion strategies to internal marketing efforts can facilitate the adoption of a customer orientation among employees and elicit greater commitment to the company and its goals. Examines four specific persuasion strategies: defining the customer satisfaction link; encouraging self-efficacy; providing rewards; and creating…

Argues that, as human resource development programs in organizations expand, communication educators need to address the issue of training communication trainers within the context of the consultation process. Outlines a college course on communication training and consulting, including course structure, major assignments, and ethical…

A survey of 120 executives at eight United States organizations attempted to find out what executives thought about the meetings they attended, and to find out what an organization could do to make meetings more productive. Provides five tips for making meetings matter. (MLF)

College teaching practices and organizational behaviors affecting them are examined according to key principles identified in a popular book on management, "In Search of Excellence." It is proposed that higher education institutions are not very different from corporations and can benefit from their experience. (MSE)

Many companies face problems when they change their hiring practices in order to meet their evolving needs. A three-phase supervisory training program can help reduce those problems and make supervisors more flexible and more effective. The phases are process theory and application, documentation and decision making, and supervisory…

Focusing on the University of Wisconsin budgeting system, this paper studies the interrelationship between political and institutional forces of conformity. Institutionalization processes as expressed through the budget seem to be infused with power and self-interest within the organization and in extraorganizational relations. Includes 64…

Describes the seven steps involved in delegation: task identification, analysis of skill requirements; delegate selection, communication of performance criteria, assignment of task and necessary resources, monitoring procedures, and feedback to delegate. Outlines the benefits of delegation to the organization, the manager, and subordinates.…

In addition to regular training, workers learn from and during work itself. Organizational change affects the learning potential of jobs. The challenge consists in integrating personal development and organizational development. (SK)

Discusses marketing and management strategies and evaluates the path most traveled; going beyond market-driven; proactive and reactive organizational positioning; ways to manage human and physical resources to make both market-driven and market-making contributions; and values necessary for an organization to move from market-driven to…

Examines the meaning of the term "value-added" to the Ottawa Information Resource Center for Bell-Northern Research (BNR) and how it delivers value-added services. Discusses the five major phases of the corporate development cycle--initiation, definition, development, verification, and general deployment--used by BNR to provide…

Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)