ERIC Number: ED405917
Record Type: Non-Journal
Publication Date: 1997-Feb
Reference Count: N/A
Staff Development and Organizational Change. Report 97.03-SR.
Most community colleges are involved in some sort of staff development program and are also undergoing constant change involving restructuring, rightsizing, or developing new missions and objectives. In general, the more institutionalized and integrated a staff development program is, the more effective the organization will be. Organizations are best viewed as systems composed of interdependent parts, and staff development is a major component in integrating these systems. This kind of systems view enables one to recognize that colleges are part of and are influenced by external systems. Changes in economic, political, or demographic realities in a region directly affect a college and directly affect its needs for staff development. Every college should engage in staff development to keep up with new professional and technical knowledge, socialize new employees, define the changing demands and expectations of positions, find innovative ways of doing more with less, deal with professional burnout, help staff respond to changes in organizational mission and structure, respond to client or customer needs, help staff meet government or other external demands, and provide staff with resources beyond their salaries. Finally, in implementing a staff development program, colleges should determine the role of the program and appropriate components, ensure that the program is seen as "neutral," determine who is to be served, and develop a representative advisory counsel. (HAA)
Publication Type: Opinion Papers; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: Hudson County Community Coll., Jersey City, NJ. Office of Planning and Institutional Research.