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Mega Thinking and Planning: An Introduction to Defining and Delivering Individual and Organizational Success
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Kaufman, Roger – Performance Improvement Quarterly, 2009
All organizations are means to societal ends, and thus Mega thinking and planning starts with a primary focus on adding value for all stakeholders, including our shared society. It is pragmatic, realistic, practical, and ethical. Defining and achieving continual organizational success is possible. It relies on three basic elements: (1) a societal…
Descriptors: Organizational Development, Success, Models, Career Development
The Correlates and Influences of Career-Related Continuous Learning: Implications for Management Professionals
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Kuznia, Kevin D.; Kerno, Steven J., Jr.; Gilley, Ann – Performance Improvement Quarterly, 2010
Management personnel are increasingly aware that career success depends on the ability to continuously learn and adapt to the environment. However, scant attention has been paid to how learning activities contribute to managerial success. This study examines the degree to which involvement in career-related continuous learning affects managerial…
Descriptors: Career Development, Occupational Aspiration, Success, Adjustment (to Environment)
The People Capability Maturity Model
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Wademan, Mark R.; Spuches, Charles M.; Doughty, Philip L. – Performance Improvement Quarterly, 2007
The People Capability Maturity Model[R] (People CMM[R]) advocates a staged approach to organizational change. Developed by the Carnegie Mellon University Software Engineering Institute, this model seeks to bring discipline to the people side of management by promoting a structured, repeatable, and predictable approach for improving an…
Descriptors: Maturity (Individuals), Organizational Change, Performance Technology, Best Practices
From Felt Need to Actual Need: A Multi-Method Multi-Sample Approach to Needs Assessment
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Peterson, Tim O.; Peterson, Claudette M. – Performance Improvement Quarterly, 2004
This study reports on an approach for assessing managerial development needs. The approach uses multi-methods such as qualitative career plots, critical incidents, a skill rating form, and surveys to identify the critical managerial development needs for a target managerial position. In addition, it uses multi-subject groups in an effort to…
Descriptors: Needs Assessment, Managerial Occupations, Human Resources, Management Development
Instructional Design Practice: Career Environments, Job Roles, and a Climate of Change
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Larson, Miriam B.; Lockee, Barbara B. – Performance Improvement Quarterly, 2004
Instructional Design and Technology (IDT) professionals practice their skills in a broad range of career environments and job roles. The resulting collection of competency lists and wide range of practice environments, coupled with the frequent changes that have always characterized the field, produce complexity that is difficult to communicate to…
Descriptors: Instructional Design, Career Development, Job Performance, Performance Technology
Career Success in Training & Development: Is It What You Know or Who You Know?
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O'Connor, Natasha; Iverson, Kathleen; Colky, Deborah – Performance Improvement Quarterly, 2003
A model illustrating the relationship between mentoring and job competency was developed and tested in a sample of 82 members of a local chapter of a national association for training and development professionals. Human capital was conceptualized in terms of job competency attainment and social capital in terms of mentoring and protege…
Descriptors: Human Capital, Mentors, Income, Job Satisfaction