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…

Describes how performance technology can be applied to the area of strategic market planning. Strategic planning is defined; the reactive and proactive modes of mega-level planning are explained; implications for strategic market planning are suggested; and a new model for applying strategic planning to marketing is presented. (13 references) (LRW)

Updates previous work on the Organizational Elements Model that relates needs assessment and needs analysis. Highlights include purpose-based objectives and results-based objectives for organizations; differentiating between ends and means; costs-consequences analysis; and training needs assessment. (LRW)

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 ways training is linked to levels of organizational efforts, results, and impact; an allocation of functions to organizational personnel; cases-in-point concerning responsibilities; tools used by organizational personnel; and a training requirements identification and development cycle. Relationship of this Organizational Elements Model…

Discusses strategic planning and describes three levels of strategic planning and thinking that can occur within an organization. Differences between reactive and proactive planning are explained, and a strategic planning model is presented that includes data collecting, planning, and implementation and evaluation. (10 references) (LRW)

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…

Presents a method for holistic organizational analysis that provides developers with a rationale to obtain data and decision bases for successful internal and extraorganizational intervention and change. The analysis, based on the Organizational Elements Model, relates organizational resources, efforts, results, and organizational impact. Presents…

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)

Educators who benchmark other "successful" educational agencies and/or private-sector organizations to find "best-practice" ideas face potential pitfalls. The benchmarked organization may have incompatible goals and objectives, obsolete processes and operations, and different primary clients and beneficiaries. Most organizations, public or…

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)