An in-service model for the career education staff is presented. The graphic presentation permits the sponsor to study the various components of the model and how they interrelate. The narrative section defines the various components and describes the importance of personnel, financial resources, facilities, and other support systems. (CT)

Examines the role of the consultant in the improvement of library staff, focusing on the institution's rules and regulations, staff intake, orientation programs, training programs, performance evaluations, techniques of promotions, transfers, and salary increases, and the methods of staff separation. (FM)

Describes staff-development plan related to the implementation of the Orange County (Florida) Literacy Project, a research-based literacy-improvement program for middle-school students. Defines literacy as reading, speaking, listening, viewing, and thinking. (PKP)

Reports that accident rates among adventure education staff are higher than among participants. Implicates staff attitudes as a key factor and explores the meaning of professionalism in this context. Discusses staff responsibility for safety and for organizational commitment to program quality. (SV)

Focuses on the professional renewal of teachers and invites them to view their professional behavior as poetry that is re-creating new perspectives during their daily interactions with students, colleagues, and friends. (MG)

Attempts to distinguish between mental models--abstract concepts that aid comprehension--and cognitive mapping--graphical representation of mental models. Integrates these concepts for understanding the individual-level learning that leads to organizational-level learning. (SK)

A process for creating and managing intellectual capital within an organization has the following stages: (1) inquire about causes and effects and infer the implications; (2) invent solutions and inspire others with a cause for change; and (3) install solutions and inspect over the long term to see what is and is not working. (JOW)

Describes one South Carolina school district's approach to staff development for classified staff (e.g., nurses, custodians, bus drivers, food service workers, maintenance personnel, substitutes, and secretaries). Program planning, implementation, and evaluation involved collaborative and comprehensive efforts. This paper makes seven…

Staff developers for classified staff must unite and network to share resources and more effectively fulfill their duties. This paper examines several reasons why it is important to offer staff development to classified employees and discusses general trends in classified staff development. The paper concludes with seven recommendations for…

Discusses management tips in human development and interrelationships within an organization where communications technology is a major part of its operations. Increasing personal contact, exercising leadership in relationship skills, and providing empathy and support are discussed. (GR)

U.S. organizations recognize that the new global economy requires innovation, flexibility, customer service, and use of advanced technology. Employee knowledge gained through training and development has become a necessity and a source of strategic advantage. (SK)

Increasing numbers of corporate universities are faced with the need to balance responsiveness to immediate business demands with the longer view. Successful redefinition of training departments into corporate universities requires an integrated effort. Additional challenges include mandatory vs. volunteer attendance, internal vs. external…

"Ghosts" are elements that influence an organization's view of itself, its ways of working, and its culturally specific attitudes; they exert an indirect influence over everything that happens within an organization. Successful organizational change requires identifying and integrating these ghosts. (JOW)

Understanding, self-understanding, and openness are essential for reflection-in-action, the way skilled professionals think as they act. Reflection-on-action is easily lost in the exigencies of a busy professional life, but it is a critical element of reflective practice. (SK)

Organizations, facilitators, and facilitation are all political. Facilitators have varying degrees of political awareness. Understanding the facilitator's role in dealing with organizational power relations helps one to act confidently, authoritatively, and ethically. (SK)