This book is intended to help managers and human resource professionals understand organizational change and manage its effects on their own development and that of their subordinates. The following topics are covered in 11 chapters: organizational change, employee motivation, new managerial roles, human performance systems, upward and peer…

Human resource development professionals should combine vision, understanding, and programing expertise in establishing continuous learning environments in organizations. Leadership roles include role modeling new behavior styles and engendering a participatory atmosphere. (SK)

This book uses the experiences of a large state research university over the past 5 years to illustrate principles to improve administrative efficiency and manage change. In 12 chapters the book examines, provides lists, and gives examples of plans and strategies for dealing with matters such as: (1) change strategies; (2) leadership roles,…

This article presents a conceptual model of leadership in generative groups. Generative groups have diverse team members who are expected to develop innovative solutions to complex, unstructured problems. The challenge for leaders of generative groups is to balance (a) establishing shared goals with recognizing members' vested interests, (b)…

This article presents a multilevel model of group learning that focuses on antecedents and consequences of interpersonal congruence, transactive memory, and feedback processes. The model holds that members' self-verification motives and situational conditions (e.g., member diversity and task demands) give rise to identity negotiation behaviors…

Ways in which organizations can enhance their use of "360-degree feedback" are presented. The book begins with a review of the process itself, emphasizing that 360-degree feedback should be a core element of self-development. The book is divided into three parts. Part 1 describes how to maximize the value of the process for individual…