Human competence is a vital element for any organization that expects to survive and then thrive. Developing individual performance ability is necessary but not sufficient because trained people alone will not make an organization successful. We must determine what people should deliver and why it should be delivered in order to add measurable…

Most organizational strategic plans are not strategic but rather tactical or operational plans masquerading as "strategic." This article identifies the basic elements required in a useful and practical strategic plan and explains why they are important.

Scholars representing the field of organizational science, broadly defined as including many fields--organizational behavior and development, management, workplace performance, and so on--were asked to identify what they considered to be the most exciting and imaginative work currently being done in their field, as well as how that work might…

With huge financial challenges being imposed on higher education, some react to crises to make changes and meet financial requirements. Changes are made that would be unthinkable without imposed demands. Two examples of universities that successfully responded to limited budgets to make major changes in organization, structure, and programs are…

An algorithm or decision chart is presented which provides basic decision steps to help management decide what data should be collected to derive valid and correct objectives, and to determine what levels of objectives will be selected relative to products, outputs, or outcomes of an organization. (MBR)

Describes a model for identifying and meeting needs of entire organizations and the society which the organization serves, and suggests ways to integrate these into planning, development, and organizational success. It is suggested that training success can be improved by decreasing focus on means and getting more precise about results. (MBR)

Reflects on the shift in educational technology from an innovative style attempting useful change, to a narrow, conservative style emphasizing practicality. Systematic model types are analyzed in terms of five organizational elements. (RAO)

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)

Identifies six critical success factors to rethink performance improvement following the terrorist attacks of September 11. Topics include moving out of traditional paradigms to use wider boundaries for planning and continuous improvement; focusing on end results; levels of planning; ideal visions; preparing clear, measurable objectives; and…

Discusses the planning process as it relates to performance technology. Proactive and reactive planning perspectives are explained, opportunities for creativity are examined, strategic planning is discussed, three levels for strategic planning are described, and the question of control is raised. (nine references) (LRW)

Discusses total quality management principles and expands conventional total quality programs to go beyond client satisfaction by including societal usefulness. Highlights include contributing to future well-being; paradigm shifts; and integrating quality management plus and strategic planning to create synergistic organizational improvement. (LRW)

Discussion of quality management and approaches to organizational success focuses on benchmarking and the integration of other approaches including strategic planning, ideal visions, and reengineering. Topics include performance improvement; decision making; internal benchmarking; and quality targets for the organization, clients, and societal…

Seven basic questions related to basic organizational questions and issues are presented together with a matrix for analyzing the responses in terms of comfort zone feelings and reactions based on past experiences. It is suggested that the matrix entries can be used to begin a dialog among organizational partners concerning their openness to…

Examines popular approaches to performance and organizational improvement to see what flaws they contain and how continued practice will impede progress. Discusses benchmarking; quality management/continuous improvement; needs assessment; training; downsizing; reengineering; system(s) approach; and strategic planning. Describes the Organizational…

Considers benefits of distance learning for various organizations including educational institutions, corporations, and government agencies. Topics include usefulness; measurable value added; the organizational elements model (OEM); an evaluation of distance education, from conventional instruction to future possibilities; and guidelines for…